Collaborative Sustainable Business Models: Understanding Organizations Partnering for Community Sustainability

Abstract

<jats:p> Cross-sector social partnerships (CSSPs) are relevant units of analysis for understanding sustainable business models (SBMs). This research examines how organizations value their motivations to participate in large sustainability-focused partnerships, how they perceive the value captured, and their structures implemented to address sustainability partnerships. Two hundred and twenty-four organizations partnering within four large sustainability CSSPs were surveyed using an augmented resource-based view (RBV) theoretical framework. Results show that partners were motivated by and captured value related to sustainability-, organizational-, and human-oriented resources, and that organizations prefer more informal than formal structural elements to implement their partnerships’ sustainability strategies. Contributions to SBM and CSSP fields are revealed. SBM thinking is a provocation toward seeking integrated sustainable value creation, helping show the value of large CSSPs. Conversely, by conceiving of large, pluralistic CSSPs as “collaborative SBMs,” we extend the idea of the “business model” to the societal level, exploring how value is captured in partnership. </jats:p>

Managing Competing Demands: Coping With the Inclusiveness–Efficiency Paradox in Cross-Sector Partnerships

“…How do these two types of boundary work interact with each other throughout the phases of a partnership? These questions are particularly interesting against the background of recent research showing that actors from different societal domains increasingly join CSPs for similar reasons (Ordonez-Ponce et al, 2020). We believe that studying these questions will help advance the scholarly discourse on CSPs.…”

One for All&mdash;SDG 17 as a Driver to Achieve the Sustainable Development Goals

“…Two of the six types of outcomes that can result from a collaborative strategic management process include planand partner-centric outcomes (Clarke and Fuller 2010). Plan-centric outcomes are outcomes that are related to the results around which the partnership was initially created, whereas partner-centric outcomes are outcomes related to the learning and adjustments in organizational behavior or structural features of the individual partners (Clarke and Fuller 2010;Ordonez-Ponce et al 2020).…”

Framework for Establishing a Sustainable Medical Facility: A Case Study of Medical Tourism in Jordan

“…Kumar and colleagues argue that the SDGS improve upon the Millennium Development Goals (MDGs) as they integrate the important role that civil organizations can play to promote a collaborative strategy with the private sector to achieve sustainability [27]. Engaging in a collaborative strategy can bring significant benefits to businesses [28,29]. Hart and Milstein's framework integrates four types of strategic goals for the firm (short-term internal, short-term external, long-term internal, and long-term external).…”