Exploring dynamic capabilities in open business models: The case of a public–private sector partnership

Philip Coombes, John Nicholson

Research output: Contribution to journalArticlepeer-review

Abstract

The case explores and offers insight into the boundary-spanning dynamic capabilities evidenced by the entrepreneurial CEO of a private-sector family-owned firm from the sensing, seizing and transforming/reconfiguring perspectives during the opportunity identification, evaluation and pursuit of the co-creation of a public-private sector partnership in collaboration with the CEO of a public-sector firm. This partnership, which is situated in a city-region in the North of England, is seen through the lens of an open business model whereby value is co-created and captured outside the boundary of a single firm, and which involves significant financial uncertainty being assigned from the public to the private sector.
Original languageEnglish
Pages (from-to)124-131
Number of pages8
JournalInternational Journal of Entrepreneurship and Innovation
Volume22
Issue number2
Early online date2 Apr 2020
DOIs
Publication statusPublished - 1 May 2021

Fingerprint Dive into the research topics of 'Exploring dynamic capabilities in open business models: The case of a public–private sector partnership'. Together they form a unique fingerprint.

Cite this