Business model innovation and the financial dimension of strategy in the public sector
Type
case review (law)
Date Issued
2023
Author(s)
Editor(s)
Carsten Greve
Tamyko Ysa
Abstract
This chapter explores the question of including the financial perspective into strategic planning by understanding innovative business and financing models as strategic options chosen by the state to achieve public value as effectively as possible. The focus is primarily on the financial dimension, and related to this, the opportunities and risks that arise for the different partners. I will argue that a strategically acting public organisation must not only understand its own business model, but also the business models of all actors involved. Only then will it be possible to develop a value creation system that provides sustainable benefits to all stakeholders.
Language
English (United States)
HSG Classification
contribution to scientific community
Refereed
No
Book title
Handbook on Strategic Public Management
Publisher
Edward Elgar
Publisher place
Cheltenham
Start page
211
End page
226
Subject(s)
Division(s)
References
Agarwal, R., N. Mittal, E. Patterson, and M. Giorcelli (2021) Evolution of the Indian LPG industry: exploring conditions for public sector business model innovation. Research Policy, 50(4), 104196. https:// doi .org/ 10 .1016/ j .respol .2020 .104196. Amit, R., and C. Zott (2021) Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41. Andrews, R., M. Esteve, and T. Ysa (2015) Public-private joint ventures: mixing oil and water? Public Money & Management, 35(4), 265–72. https:// doi .org/ 10 .1080/ 09540962 .2015 .1047267. Axelson, M., J. Netz, and C. Sandstrom (2017) Collective action problems in public sector innovation: a business model perspective. Creativity and Innovation Management, 26(4), 370–78. https:// doi .org/ 10 .1111/ caim .12250. Barzelay, M., and C. Campbell (2003) Preparing for the Future: Strategic Planning in the U.S. Air Force. Washington, D.C.: Brookings Institution Press. Boston, J., J. Pallot, and J. Martin (1996) Public Management: The New Zealand Model. Auckland: Oxford University Press Australia and New Zealand. Boyne, G., and J. Gould-Williams (2003) Planning and performance in public organizations. Public Management Review, 5(1), 115–32. Broadbent, J., and R. Laughlin (2003) Control and legitimation in government accountability processes: the Private Finance Initiative in the UK. Critical Perspectives on Accounting, 14, 23–48. Bryson, J.M. (1995) Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (2nd edn). San Francisco, CA: Jossey Bass. Chesbrough, H. (2010) Business model innovation: opportunities and barriers. Long Range Planning, 43(2–3), 354–63. https:// doi .org/ 10 .1016/ j .lrp .2009 .07 .010. Cordella, A., and A. Paletti (2019) Government as a platform, orchestration, and public value creation: the Italian case. Government Information Quarterly, 36(4), 15. https:// doi .org/ 10 .1016/ j .giq .2019 .101409.
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