Public Sector and Circular Business Models: From Public Support Towards Implementation Through Design

2018 ◽  
pp. 85-101
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Public Sector ◽  
Business Models ◽  
Public Support

scholarly journals Digital Government: Business Model Development For Public Value Creation - A Dynamic Capabilities Based Framework

2021 ◽  
Vol 45 (3) ◽  
pp. 232-255
Author(s):  
Bernd Wirtz ◽  
Paul Langer ◽  
Florian Schmidt
Keyword(s):  
Public Sector ◽  
Business Model ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Model Development ◽  
Digital Government ◽  
Public Value ◽  
The Public ◽  
Business Model Development

Rapid advances and the spread of digital technologies have changed the expectations of citizens, firms and organizations towards government services, which increasingly receive the call to transform services and structures according to changed needs and preferences. The concept of business model development provides a suitable approach for public institutions aiming at adjusting their services and operations. Since government institutions increasingly develop new services and products, this study provides a theoretic foundation to operational readiness as well as a guideline how to set up digital business models in a public sector context. Therefore, a framework is derived from conceptual studies in the field as well as related theoretical concepts such as business model theory in the public sector context, dynamic capacities and public value creation. Building on this foundation this study conceptualizes a process of business model development to create user oriented digital services in the public sector.

California Tool Works: Assessing the Impact of Life Science Incubators and Accelerators

2021 ◽  
Vol 26 (1) ◽  
Author(s):  
Matt Gardner
Keyword(s):  
Public Sector ◽  
Best Practices ◽  
Economic Impact ◽  
Business Models ◽  
Life Science ◽  
Business Incubation ◽  
The Public ◽  
Corporate Innovation ◽  
Landscape Survey ◽  
The Impact

With the proliferation of types and business models in incubation and acceleration, a landscape survey commenced nearly a decade ago with innovation professionals running accelerators, incubators, corporate innovation teams, venture studios, and maker spaces. The benchmarking continues under the auspices of the California Business Incubation Alliance. For this paper, a selected set of findings specific to biotechnology have been detailed, including best practices, success measures, outcomes, and economic impact. The perspective of entrepreneurs, innovation executives, investors, and the public sector have been taken into account throughout this exercise.

Implementing E-Business Models in the Public Services

2011 ◽  
pp. 22-53
Author(s):  
Francesca Andreescu
Keyword(s):  
Public Sector ◽  
Business Model ◽  
Business Models ◽  
Case Study Research ◽  
Longitudinal Case Study ◽  
The Public ◽  
Sector Model ◽  
Organisational Form ◽  
Traditional Approaches

Despite the significant progress made by research into e-business models, the issue of how public sector organisations can successfully make the transition from traditional approaches to e-business by taking advantage of e-technologies has received little attention. This chapter draws on qualitative, longitudinal case-study research carried out between 2001 and 2005 in Britain’s national mapping agency to reveal the processes of strategic and organisational transformation engendered by E-business in an organisation evolving from the classical, bureaucratic and centralised ‘public sector model’ towards a new organisational form through embracing e-business as a corporate philosophy. The study also explores the key components of the new e-business model implemented by the organisation and the contextual factors that impacted on the effectiveness of E-strategy implementation in order to draw a list of best practices for the implementation of E-business in a public sector context.

How green are supported ‘green’ business models? Time for the life cycle approach to enter public support programmes

2020 ◽  
Vol 25 (10) ◽  
pp. 2086-2092
Author(s):  
Søren Løkke ◽  
Jannick H. Schmidt ◽  
Ivar Lyhne ◽  
Lone Kørnøv ◽  
Rasmus Revsbeck
Keyword(s):  
Life Cycle ◽  
Business Models ◽  
Public Support ◽  
Life Cycle Approach ◽  
Green Business ◽  
Support Programmes

scholarly journals Alternative-substitute business models and the provision of local infrastructure: Alterity as a solution to financialization and public-sector failure

Geoforum ◽  
2018 ◽  
Vol 95 ◽  
pp. 25-34 ◽  
Author(s):  
John R. Bryson ◽  
Rachel A. Mulhall ◽  
Meng Song ◽  
Becky P.Y. Loo ◽  
Richard J. Dawson ◽  
...  
Keyword(s):  
Public Sector ◽  
Business Models

scholarly journals The impact of supervisor-nurse relationships, patient role clarity, and autonomy upon job satisfaction: Public and private sector nurses

2012 ◽  
Vol 18 (5) ◽  
pp. 659-672 ◽  
Author(s):  
Kate Shacklock ◽  
Yvonne Brunetto ◽  
Rod Farr-Wharton
Keyword(s):  
Job Satisfaction ◽  
Public Sector ◽  
Private Sector ◽  
Business Models ◽  
Healthcare Sector ◽  
Role Clarity ◽  
Public And Private ◽  
Patient Role ◽  
Public And Private Sector ◽  
The Impact

AbstractIn the Australian healthcare sector, many changes in the public sector have affected nurse management and thereby, nurses. Yet it is unclear whether such efficiency measures, based on private sector business models, have impacted private sector nurses in similar ways. This paper examines four important issues for nurses: supervisor–subordinate relationships; perceptions of autonomy; role clarity in relation to patients; and job satisfaction. The paper uses an embedded mixed methods research design to examine the four issues and then compares similarities and differences between public and private sector nurses. The findings suggest supervisor–subordinate relationships, patient role clarity and autonomy significantly predict job satisfaction. The private sector nurses reported more satisfaction than public sector nurses with their supervisor–subordinate relationships, plus higher perceptions of patient role clarity and autonomy, and hence, higher levels of job satisfaction. The findings raise questions about whether present management practices (especially public sector) optimise service delivery productivity.

New Business Models for Public-Sector Innovation: Successful Technological Innovation for Government

2012 ◽  
Vol 55 (5) ◽  
pp. 51-57 ◽  
Author(s):  
Pietro Micheli ◽  
Magnus Schoeman ◽  
David Baxter ◽  
Keith Goffin
Keyword(s):  
Public Sector ◽  
Technological Innovation ◽  
Business Models ◽  
Public Sector Innovation ◽  
New Business ◽  
New Business Models

scholarly journals How leaders manage their business models using information

2018 ◽  
Vol 31 (2) ◽  
pp. 150-167 ◽  
Author(s):  
Brett Parnell ◽  
Merlin Stone ◽  
Eleni Aravopoulou
Keyword(s):  
Public Sector ◽  
Business Model ◽  
Business Models ◽  
Theory Approach ◽  
Large Firms ◽  
Content Type ◽  
Theoretical Contribution ◽  
Sector Decision ◽  
The Uk ◽  
Current Business

Purpose The purpose of this study is to explore the information leaders keep their organisations competitive by determining if their business model is under threat and/or needs changing and whether business model innovation is needed. Design/methodology/approach This study uses a grounded theory approach to probe an area which has been so far researched very little. Findings The paper identifies that while quality of management information affects leaders’ decisions about whether their business model is under threat or needs changing, leaders may or may not choose to use it. Research limitations/implications The research was carried out with large firms in six sectors in the UK. Research in other sectors, in smaller firms and in other countries, should be carried out to test generalisability. Practical implications Although many large firms have made very large investments into areas such as customer insight in the past few years, there may be resistance to using this information even if it indicates that a firm’s current business model is under threat, because of straightforward denial or because of the inertia associated with factors such as difficulties in changing business models or the extent to which the firm’s financial situation is based upon exploiting its current business model, no matter how much that model is under threat from firms with other business models. Therefore, in strategic reviews, firms should factor in these risks and seek to mitigate them. Social implications In public sector organisations, these risks of denial or inertia may be stronger because of conservatism and lack of willingness to take the risks of change, so public sector decision makers need to be particularly aware of these risks and seek to mitigate them. Originality/value The theoretical contribution of this research is to add to business model and strategic management literature by explaining the role that information plays in business model choice and how its role depends on whether and how the information is used by senior management.

The Trojan Horse: Commercial Sponsorship as Advertising in the UK Context

2006 ◽  
Vol 119 (1) ◽  
pp. 62-73 ◽  
Author(s):  
Deborah Philips ◽  
Garry Whannel
Keyword(s):  
Public Sector ◽  
Public Support ◽  
Private Investment ◽  
Conservative Party ◽  
State Funding ◽  
Private Finance Initiative ◽  
The Public ◽  
Essential Form ◽  
The Uk ◽  
The Way

This paper discusses the growth of commercial sponsorship in the United Kingdom and the way in which it served to legitimate the routine presence of commercial involvement in the public sector, paving the way for the development of PPP (Public Private Partnerships) and PFI (Private Finance Initiative). The establishment of the welfare state ethos during the 1940s included the principle of public support for cultural activity, although the actual degree of funding grew only slowly. Commercial sponsorship of sport grew dramatically from the mid-1960s and, during the 1970s, arts organisations — short of state funding — were encouraged to seek commercial sponsorship. Gradually, sponsorship became a routine source of funding, seen as an essential form of support for a whole range of cultural activities. Once the Conservative Party, led by Margaret Thatcher, came to power, the utilisation of sponsorship funding became a more integral part of public policy. Sponsorship began to colonise new areas such as education and health, moving from peripheral to central elements of the public sector. Benefiting from the image of corporate benevolence that sponsorship provided, the 1997 Labour government initiated a widespread expansion of private investment in the public sector, through PPP and PFI. The paper argues that sponsorship served to legitimate this colonisation of the public sector by private capital.

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