Collaborative business models: Aligning and operationalizing alliances

Man, Ard‐Pieter de; Luvison, Dave

doi:10.1016/j.bushor.2019.02.004

Cited by 40 publications

(27 citation statements)

References 20 publications

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“…Emerging literature that discusses tools and approaches for developing a new business model by multiple actors has proposed that the collaborative effort may lead to a system-level business model (De Man & Luvison, 2019;Lindgren, Taran & Boer, 2010;Palo & Tähtinen, 2013;Rohrbeck, Konnertz & Knab, 2013;Stubbs & Cocklin, 2008). Yet, each actor should also be able to benefit by adjusting its individual business model (Hellström, Tsvetkova, Gustafsson & Wikström, 2015;Breuer & Lüdeke-Freund, 2017).…”

Section: Tension 2 Mutual Value Versus Individual Valuementioning

confidence: 99%

Valuing Value in Innovation Ecosystems: How Cross-Sector Actors Overcome Tensions in Collaborative Sustainable Business Model Development

Oskam

Bossink²,

Man³

2020

Business & Society

Self Cite

116

121

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This article aims to uncover the processes of developing sustainable business models in innovation ecosystems. Innovation ecosystems with sustainability goals often consist of cross-sector partners and need to manage three tensions: the tension of value creation versus value capture, the tension of mutual value versus individual value, and the tension of gaining value versus losing value. The fact that these tensions affect all actors differently makes the process of developing a sustainable business model challenging. Based on a study of four sustainably innovative cross-sector collaborations, we propose that innovation ecosystems that develop a sustainable business model engage in a process of valuing value in which they search for a result that satisfies all actors. We find two different patterns of valuing value: collective orchestration and continuous search. We describe these patterns and the conditions that give rise to them. The identification of the two patterns opens up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. For practice, our findings show how cross-sector actors in innovation ecosystems may collaborate when developing a business model around emerging sustainability-oriented innovations.

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Section: Tension 2 Mutual Value Versus Individual Valuementioning

confidence: 99%

Valuing Value in Innovation Ecosystems: How Cross-Sector Actors Overcome Tensions in Collaborative Sustainable Business Model Development

Oskam

Bossink²,

Man³

2020

Business & Society

Self Cite

116

121

View full text Add to dashboard Cite

show abstract

“…As multiparty alliances, these partnerships require even greater competencies and skills of alliance, managers and appropriate alliance management tools. Thanks to significant synergy effects, participation in an R&D innovation ecosystem gives its partners access to huge innovative potential and more market opportunities, which helps them to innovate, accelerate growth, and expand into new promising markets (Fraser, 2014;Burke, 2020;De Man, 2018De Man & Luvinson, 2019;De Man, Koene, & Ars, 2019).…”

Section: Growing Diversification Of Partnership Models and Approaches In Randd Cooperation: Covid-19 Vaccines And Research Projectsmentioning

confidence: 99%

Challenges for innovation cooperation in the biopharmaceutical industry during the Covid-19 pandemic

Puślecki¹

2021

Towards the „new Normal” After COVID-19 – A Post-Transition Economy Perspective

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Purpose: This chapter seeks to verify the development of new partnerships and R&D alliances in the biopharmaceutical industry during the Covid-19 pandemic, but also to present the related challenges for innovation cooperation. Design/methodology/approach: The main method applied in this research was scientific study, meaning that the study applied descriptive, comparative, documentation, and desk research methods, along with deductive and inductive forecasting. Findings: The text presents new partnerships undertaken by biopharma companies (in and outside the industry) in order to face the pandemic and to discover and deliver anew vaccine for SARS-CoV-2 to the market. Moreover, the chapter describes the research projects in the European Union focused on the Covid-19 pandemic defeating. Thanks to more flexible and open cooperation, companies will greatly support the possibility to defeat the Covid-19 pandemic faster. Practical Implications: We should consider that due to the current situation caused by the Covid-19 pandemic, the cooperation of companies and all entities in the biopharmaceutical R&D innovation ecosystem is even more challenging than before. Moreover, we should remember that the organizational fluidity of open innovation initiatives and multiparty relations increases the complexity of alliance management. The use of an open innovation model can significantly hasten the production process of new drugs and vaccines. Originality and value: Biopharma-university alliances can significantly increase the likelihood of creating better medical therapies for patients. Results of such cooperation enable a number of innovative projects, given the significant pressure on innovativeness and challenges caused by the pandemic. Using the latest IT technologies will allow physicians to even better monitor, diagnose, and care for patients with afocus on the patient-centered approach.

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“…A sharing collaborative business model creates value by fusing matching capabilities in order to achieve a broader scale [9]. This is the case where companies with common clients (horizontal relationship) come together to improve customer satisfaction.…”

Section: Business Relationshipsmentioning

confidence: 99%

“…Now, a complementary collaborative business model comes from companies working together to generate value that would be nonexistent should they work alone [9]. Combining different businesses with different purposes is where prime opportunities tend to arise.…”

Section: Business Relationshipsmentioning

confidence: 99%

Blockchain for Collaborative Businesses

2020

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Blockchain applications have continuously improved ever since its first debut on cryptocurrency. From then on, its uses have branched out from the financial realm, finding their way into numerous industries such as health, environmental, and governmental. Businesses are starting to take advantage of the intrinsic traits that made blockchain so notorious into their operations, such as security, integrity, and transparency. Blockchain’s versatility allows companies to cooperate on a shielded environment with business partners safely. This paper details how permissioned blockchain networks can accommodate collaborative business models securely to provide thriving business alliances. Examples of cooperative business models and business relationship orientation are described here, as well as how they generate value when paired with permissioned blockchain networks - a more business-oriented variety of blockchain. To support this study’s endeavors, business use cases are presented to highlight how simple it is to put in place a permissioned blockchain to businesses to achieve tighter bonds with business partners. The use cases contain particular goals that enterprises seek to accomplish by partnering up with other companies, as well as how, with the employment of blockchain, they can attain them.

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Collaborative business models: Aligning and operationalizing alliances

Cited by 40 publications

References 20 publications

Valuing Value in Innovation Ecosystems: How Cross-Sector Actors Overcome Tensions in Collaborative Sustainable Business Model Development

Valuing Value in Innovation Ecosystems: How Cross-Sector Actors Overcome Tensions in Collaborative Sustainable Business Model Development

Challenges for innovation cooperation in the biopharmaceutical industry during the Covid-19 pandemic

Blockchain for Collaborative Businesses

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