Mechanisms for establishing collaborative business models: A longitudinal case study

Abstract

This paper explores the mechanisms that influence the establishment of collaborative business models in interorganizational collaborations. To bridge the fields of business models and interorganizational collaboration, we propose an integrative framework that positions collaborative business models as a property of interorganizational entities. We next conduct a real-time, longitudinal case study of a collaborative process to identify the key mechanisms that impact the interorganizational collaboration process. Our findings highlight three key points to consider when exploring or establishing collaborative business models: 1) the scope of the collaboration, ensuring alignment between potential value (co-)creation and value (co-)capture, while also taking into account the resource dependence among the collaborating organizations and within the broader ecosystem; 2) the required level of organization needed for coordination and cooperation, considering current proximities and the degree of material and cognitive change needed; and 3) the contextual environment within which the collaboration is to be implemented, taking into account assumed roles and prevailing norms, as well as the relational structure of the ecosystem, its current state, and future requirements.