Abstract:The dynamics of change in modern business create new mechanisms for company management to determine their pursuit and the achievement of their high performance. This performance maintained over a long period of time becomes a source of ensuring business continuity by companies. An ontological being enabling the adoption of such assumptions is such a business model that has the ability to generate results in every possible market situation and, moreover, it has the features of permanent adaptability. A feature that describes the adaptability of the business model is its scalability. Being a factor ensuring more work and more efficient work with an increasing number of components, scalability can be applied to the concept of business models as the company's ability to maintain similar or higher performance through it. Ensuring the company's performance in the long term helps to build the so-called sustainable business model that often balances the objectives of stakeholders and shareholders, and that is created by the implemented principles of value-based management and corporate social responsibility. This perception of business paves the way for building hybrid organizations that integrate business activities with pro-social ones. The combination of an approach typical of hybrid organizations in designing and implementing sustainable business models pursuant to the scalability criterion seems interesting from the cognitive point of view. Today, hybrid organizations are great spaces for building effective and efficient mechanisms for dialogue between business and society. This requires the appropriate business model. The purpose of the paper is to present the conceptualization and operationalization of scalability of sustainable business models that determine the performance of a hybrid organization in the network environment. The paper presents the original concept of applying scalability in sustainable business models with detailed interpretation. The paper and its findings are based on longitudinal research with participant observation, bibliographic research and the author's own experience in the processes of building and implementing business models in the years [2005][2006][2007][2008][2009][2010][2011][2012][2013][2014][2015]. At the time, the author observed the conceptualization and operationalization of several business models of companies operating in the Polish market.

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The mechanisms of water supply company management have been dynamically evolving recently. This is particularly related to factors that regulate the functioning of companies in this sector. This applies both to embedding such entities in the legal structure, and the management rules at both the strategic and tactical-operational levels. It is increasingly important how decisions are made in the conditions of pressure, limitations, opportunities and threats that these companies, which create value for stakeholders, face. This way of making decisions is determined by the adopted model of business, strategy, business processes and strategic projects that create a kind of a strategic hybrid. The hybrid determines the effectiveness of water supply companies that operate in accordance with the rules of the regulated market.

The mechanisms of the network paradigm increasingly aff ecting the operation of companies form a new dimension of strategic management today. This applies also to the look at the design and operationalization of business models. Business models that become a source of competitive advantage in the market should have such a confi guration that will provide the company with the capability to develop and grow in value. Innovation in particular determines this capability, which is the basis for the ability to create technologically new products and services. An interesting issue, not fully examined yet, is defi ning the principles of the design and operationalization of such business models in which technology determines their effi ciency and eff ectiveness. These models may be technological business models. The aim of this paper is to discuss the important areas related to the design and operationalization of technological business models in the network environment and to present conclusions that are the basis for further research in this area. The author argues that in today's, increasingly virtual reality eff ective and effi cient tools for generating new value proposition for customers is the skillful design and use of technological business models developed by companies' participation in the network environment. It is materialized in the form of achieving superior business results by the company.