Transitioning Collaborative Cross-Sector Business Models for Sustainability Innovation: Multilevel Tension Management as a Dynamic Capability

Abstract

Collaborative cross-sector business models for sustainability innovation (CCSBMSI) in response to grand challenges are rich foci for tensions. This is the case of CCSBMSI targeting independent living through Information and Communication Technology–enabled care. This research aims at identifying the relevant tensions, understanding their interactions, and assessing how they can be effectively managed so that CCSBMSI become more valuable for partners and transformative for society. A conceptual framework that understands the management of interrelated institutional and interorganizational tensions as a dynamic capability is substantiated through in-depth, qualitative analysis of the long-term dynamics of a four-sector CCSBMSI in telecare—including government, businesses, nonprofits, and informal actors. Its effects on the transition of business models in terms of value creation, delivery, and capture; on relevant stakeholders—particularly nonprofits and beneficiaries; and on the development of the sustainability innovation are discussed. The conceptualization, tension categories, and management capabilities of CCSBMSI are amplified.

Social impacts of a circular business model: An approach from a sustainability accounting and reporting perspective

“…However, there is still a need to introduce specific standards and metrics at a micro‐level into the accounting processes (Aranda‐Usón et al, 2020). Thus, this analysis is related to more general collaborative, sustainable business models (Ordonez‐Ponce et al, 2020) or collaborative cross‐sector business models for sustainability innovation (Rey‐Garcia et al, 2020) that do not explicitly focus on the impacts of a circular business model.…”

Toward Collaborative Cross-Sector Business Models for Sustainability

“…Rey-Garcia, Mato-Santiso, and Felgueiras’s (2021) article “Transitioning Collaborative Cross-Sector Business Models for Sustainability Innovation: Multilevel Tension Management as a Dynamic Capability” examines the institutional and interorganizational tensions unfolding in the 1990–2019 development of Spanish home telecare, which involved government, businesses, nonprofits, and informal actors. The case study shows that tensions linked to collaborative, cross-sector business models for sustainability can have multiple origins, address multiple issues, and touch upon multiple levels and actors.…”

“…The main contributions of Oskam et al’s (2021) and Dentoni et al’s (2021) articles focused on the sustainability and business model innovation nexus. Rey-Garcia et al’s (2021) and DiVito et al’s (2021) main contributions rested on the business model innovation and cross-sector collaboration nexus. Finally, Ordonez-Ponce et al’s (2021) main contributions focused on the sustainability and cross-sector collaboration nexus.…”

Cross‐sectoral collaboration in business model innovation for sustainable development: Tensions and compromises

“…BMIfS is, however, increasingly recognized as involving tensions between contradictory forms of value creation (De Giacomo & Bleischwitz, 2020) that feed into the choices over business model elements (Schneider & Clauß, 2020). While cross-sectoral collaboration is suggested to possibly mitigate that situation by enabling partners to learn from and with each other (Pedersen et al, 2020), it also brings its own complexities as partners with highly diverse objectives and notions of value work together (Rey-Garcia et al, 2020).…”

“…BMIfS is, however, increasingly recognized as involving tensions between contradictory forms of value creation (De Giacomo & Bleischwitz, 2020) that feed into the choices over business model elements (Schneider & Clauß, 2020). While cross‐sectoral collaboration is suggested to possibly mitigate that situation by enabling partners to learn from and with each other (Pedersen et al, 2020), it also brings its own complexities as partners with highly diverse objectives and notions of value work together (Rey‐Garcia et al, 2020). Emergent research into collaborative cross‐sector BMIfS has begun to address these issues, noting that understanding sector‐characteristics of partners is one starting point for unpacking how such BMIfS plays out (Oskam et al, 2020; Pedersen et al, 2020).…”