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

Langham, Edward S.

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Publication Type:: Thesis
Issue Date:: 2023

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Field	Value	Language
dc.contributor.author	Langham, Edward S.
dc.date.accessioned	2023-10-03T22:40:36Z
dc.date.available	2023-10-03T22:40:36Z
dc.date.issued	2023
dc.identifier.uri	http://hdl.handle.net/10453/172451
dc.description	University of Technology Sydney. Institute for Sustainable Futures.	en_US.UTF-8
dc.description.abstract	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 external collaborative relationships, but how this process shifts the business model towards sustainability is not well understood. This thesis documents the conditions under which opening the business model to external collaboration leads to richer societal value creation. The research develops and overlays six deep case studies of energy businesses with open business models (OBMs): organisations in which collaborative relationships with a broader partner ecosystem are central to explaining the overall value creation logic. Using visual systems analysis tools, including causal loop diagrams and value chain mapping, a common conceptual model is developed to explain the causal relationships between collaboration and societal value creation. The research provides empirical evidence to support the contention that when a proposed set of conditions are met, OBMs can act as dynamic mechanisms to connect the value propositions of organisations with diverse value creation logics and scales of geographic operation, to achieve richer societal value creation.	en_US.UTF-8
dc.format	Thesis (PhD)
dc.language.iso	en_US	en_US.UTF-8
dc.relation	https://opus.lib.uts.edu.au/bitstream/10453/172451/1/thesis.pdf
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	The author owns the copyright in this thesis including all reproduction and reuse rights for the work. The work may not be altered without the permission of the copyright owner. Attribution is essential when quoting or paraphrasing from this thesis.
dc.rights	© 2023 Edward S. Langham
dc.rights	au.edu.uts.lib/cph
dc.title	Harnessing Open Business Model Dynamics for Societal Value Creation: A Systems Analysis	en_US.UTF-8
dc.type	Thesis
utslib.copyright.status	open_access	*

Abstract:

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 external collaborative relationships, but how this process shifts the business model towards sustainability is not well understood. This thesis documents the conditions under which opening the business model to external collaboration leads to richer societal value creation. The research develops and overlays six deep case studies of energy businesses with open business models (OBMs): organisations in which collaborative relationships with a broader partner ecosystem are central to explaining the overall value creation logic. Using visual systems analysis tools, including causal loop diagrams and value chain mapping, a common conceptual model is developed to explain the causal relationships between collaboration and societal value creation. The research provides empirical evidence to support the contention that when a proposed set of conditions are met, OBMs can act as dynamic mechanisms to connect the value propositions of organisations with diverse value creation logics and scales of geographic operation, to achieve richer societal value creation.

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http://hdl.handle.net/10453/172451