This study examines how tensions arising from business model innovation (BMI) are managed within a social purpose organisation (SPO) network. We utilise a case study to illustrate how tensions within a network with a dual (social and economic) mission focus, present themselves at three key stages of BMI (initiation, exploration, and exploitation). Moreover, we use illustrative examples to show how network tensions are managed through dynamic capabilities (sensing, seizing, and transformational). The findings show that while engaging in BMI can improve the competitiveness of SPOs, the tensions emerging from a dual mission focus in a multi-stakeholder network are complex, which need to be addressed by careful and nuanced planning in practice. Furthermore, different dynamic capabilities may mediate the effect of tensions and thus help SPO networks to be more effective at different stages of BMI and accomplish a dual mission.

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Purpose-This study explains how value is co-created in a many-to-many context. We use a case study of a non-governmental sector service delivery consortium engaging multiple actors to examine how value is co-created beyond the buyer-supplier dyad. Design/methodology/approach-An explanatory case study of a consortium of seven UK non-governmental organisations (NGO) delivering public service contracts is presented. Multiple data collection methods are combined; semi structured interviews (n=30) and focus groups with internal stakeholders (n=5), participant observations (n=4) and document analysis. Findings-We use three illustrative empirical examples to show how different sources, types, enablers and mechanisms of VCC are evident during service provision activities. Our findings show how different service provision activities utilise different dimensions, leading us to suggest that dimensions of VCC may be context dependent. Research limitations/implications-As consortia differ in their context and function our findings may not be generalisable. Nevertheless, they provide specific examples of sources, types, enablers and mechanisms of value co-creation that may be applicable to private, public and non-governmental organisations. Practical implications-Understanding how value is co-created with multiple stakeholders can offer competitive advantages likely to lead to improved sustainability, impact and performance. Originality/value-The empirical study offers a reconceptualisation of value co-creation in a many-to-many context. The paper combines disparate perspectives of value co-creation to offer a more holistic perspective.