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

Philip Coombes; John Nicholson

doi:10.1177/1465750320915858

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

Philip Coombes, John Nicholson

Sheffield Hallam University

Research output: Contribution to journal › Article › peer-review

10 Citations (Scopus)

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 language	English
Pages (from-to)	124-131
Number of pages	8
Journal	International Journal of Entrepreneurship and Innovation
Volume	22
Issue number	2
Early online date	2 Apr 2020
DOIs	https://doi.org/10.1177/1465750320915858
Publication status	Published - 1 May 2021

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 8 Decent Work and Economic Growth
SDG 9 Industry, Innovation, and Infrastructure
SDG 11 Sustainable Cities and Communities

Access to Document

10.1177/1465750320915858Licence: Unspecified

Case_Study_Exploring_Dynamic_Capabilities_in_a_PPP_vFinal_REVISION_3_CLEAN (1)Accepted author manuscript, 400 KBLicence: Unspecified

Cite this

@article{4dc4dfc23c2b48b49673ccd3cc83baf5,

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

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.",

keywords = "Boundary-spanners, Dynamic capabilities, Entrepreneur, Open business model, Public-private sector partnership, Value co-creation",

author = "Philip Coombes and John Nicholson",

year = "2021",

month = may,

day = "1",

doi = "10.1177/1465750320915858",

language = "English",

volume = "22",

pages = "124--131",

journal = "International Journal of Entrepreneurship and Innovation",

issn = "1465-7503",

publisher = "SAGE Publications Inc.",

number = "2",

}

TY - JOUR

T1 - Exploring dynamic capabilities in open business models

T2 - The case of a public–private sector partnership

AU - Coombes, Philip

AU - Nicholson, John

PY - 2021/5/1

Y1 - 2021/5/1

N2 - 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.

AB - 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.

KW - Boundary-spanners

KW - Dynamic capabilities

KW - Entrepreneur

KW - Open business model

KW - Public-private sector partnership

KW - Value co-creation

UR - https://www.scopus.com/pages/publications/85082977918

U2 - 10.1177/1465750320915858

DO - 10.1177/1465750320915858

M3 - Article

SN - 1465-7503

VL - 22

SP - 124

EP - 131

JO - International Journal of Entrepreneurship and Innovation

JF - International Journal of Entrepreneurship and Innovation

IS - 2

ER -

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

Abstract

UN SDGs

Access to Document

Other files and links

Fingerprint

Cite this