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Harnessing Open Business Model Dynamics for Societal Value Creation : = A Systems Analysis.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Harnessing Open Business Model Dynamics for Societal Value Creation :/
Reminder of title:	A Systems Analysis.
Author:	Langham, Edward S.
Description:	1 online resource (418 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-08, Section: B.
Contained By:	Dissertations Abstracts International85-08B.
Subject:	Climate change. -
Online resource:	click for full text (PQDT)
ISBN:	9798381467031

Harnessing Open Business Model Dynamics for Societal Value Creation : = A Systems Analysis.
Langham, Edward S.

Harnessing Open Business Model Dynamics for Societal Value Creation :A Systems Analysis. - 1 online resource (418 pages)

Source: Dissertations Abstracts International, Volume: 85-08, Section: B.

Thesis (Ph.D.)--University of Technology Sydney (Australia), 2023.

Includes bibliographical references

For business to play its role in delivering a rapid transition to a more equitable and sustainable economic system, it must go beyond 'doing no harm', and generate meaningful societal value at the core of the business model. More radically sustainable businesses commonly utilise strong multi-stakeholder relationships in the way they create or capture value, while the competitive advantages offered by strategic openness are also well documented. To explore the role of openness at this critical intersection of transformation and scaling, this research examines the dynamics of how societal value is created and maintained in 'open business models' (OBMs). These are organisations in which collaborative relationships with a broader partner ecosystem are central to explaining the overall value creation logic (Weiblen, 2016).The study overlays six deep case studies of energy businesses, selected as representatives of a sector traditionally dominated by powerful vertically integrated incumbents, but experiencing rapid change towards more complex and collaborative business models. Using visual systems analysis tools, including causal loop diagrams, a 'common model' was developed that encapsulates causal relationships between variables operating in OBMs that successfully create societal value. The model describes the role of openness in fuelling innovation and navigating value-sharing among stakeholders; alongside organisational design elements of ownership, finance and governance that underpin the maintenance of societal value over time. The research provides empirical evidence to support the contention that when a proposed set of conditions are met, OBMs can act as mechanisms to connect the value propositions of organisations with diverse value creation logics and scales of geographic operation, to achieve richer societal value creation.In doing so, the research offers the conceptualisation of sustainable OBMs as the dynamic outcome of a replicable process with a set of key ingredients. This complements the prevailing focus of sustainable business models literature as a set of design patterns to be replicated. A focus on process rather than outcome may help organisations build the foundations that allow sustainable OBM designs to precipitate. While sustainable OBM designs demonstrated huge heterogeneity, consistent dynamics were able to be described with limited consideration of contextual settings. The main exception here was organisations transitioningto sustainability, which required several additional organisational structures and processes as compared to 'born sustainable' organisations.As the primary advantage of OBMs is greater agility to evolve with market conditions, their operation was unable to be understood using a static lens. The research thus also helps to fill an important research gap by responding to calls for new tools to understand business model change.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381467031Subjects--Topical Terms:

1009004
Climate change.
Index Terms--Genre/Form:

554714
Electronic books.

Harnessing Open Business Model Dynamics for Societal Value Creation : = A Systems Analysis.
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520 $a For business to play its role in delivering a rapid transition to a more equitable and sustainable economic system, it must go beyond 'doing no harm', and generate meaningful societal value at the core of the business model. More radically sustainable businesses commonly utilise strong multi-stakeholder relationships in the way they create or capture value, while the competitive advantages offered by strategic openness are also well documented. To explore the role of openness at this critical intersection of transformation and scaling, this research examines the dynamics of how societal value is created and maintained in 'open business models' (OBMs). These are organisations in which collaborative relationships with a broader partner ecosystem are central to explaining the overall value creation logic (Weiblen, 2016).The study overlays six deep case studies of energy businesses, selected as representatives of a sector traditionally dominated by powerful vertically integrated incumbents, but experiencing rapid change towards more complex and collaborative business models. Using visual systems analysis tools, including causal loop diagrams, a 'common model' was developed that encapsulates causal relationships between variables operating in OBMs that successfully create societal value. The model describes the role of openness in fuelling innovation and navigating value-sharing among stakeholders; alongside organisational design elements of ownership, finance and governance that underpin the maintenance of societal value over time. The research provides empirical evidence to support the contention that when a proposed set of conditions are met, OBMs can act as mechanisms to connect the value propositions of organisations with diverse value creation logics and scales of geographic operation, to achieve richer societal value creation.In doing so, the research offers the conceptualisation of sustainable OBMs as the dynamic outcome of a replicable process with a set of key ingredients. This complements the prevailing focus of sustainable business models literature as a set of design patterns to be replicated. A focus on process rather than outcome may help organisations build the foundations that allow sustainable OBM designs to precipitate. While sustainable OBM designs demonstrated huge heterogeneity, consistent dynamics were able to be described with limited consideration of contextual settings. The main exception here was organisations transitioningto sustainability, which required several additional organisational structures and processes as compared to 'born sustainable' organisations.As the primary advantage of OBMs is greater agility to evolve with market conditions, their operation was unable to be understood using a static lens. The research thus also helps to fill an important research gap by responding to calls for new tools to understand business model change.
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