Strategic management of value networks: how to create value in cross-sector collaboration and partnerships

Abstract

Cross-sector collaboration and partnerships have become an emerging and desired strategy in \naddressing huge social and environmental challenges. Despite its popularity, cross-sector \ncollaboration management has proven to be very challenging. Even though cross-sector \ncollaboration and partnership management have been widely studied and discussed in recent \nyears, their effectiveness as well as their ability to create value with respect to the problems they \naddress has remained very challenging. There is little or no evidence of their ability to create \nvalue. Regarding all these challenges, this study aims to explore how to manage cross-sector \ncollaborations and partnerships to be able to improve their effectiveness and to create more value \nfor all partners involved in collaboration as well as for customers. \nThe thesis is divided into two parts. The first part comprises an overview of relevant literature \n(including strategic management, value networks and value creation theories), followed by \npresenting the results of the whole thesis and the contribution made by the study. The second \npart consists of six research publications, including both quantitative and qualitative studies. The \nchosen research strategy is triangulation, as the study includes four types of triangulation: \n(1) theoretical triangulation, (2) methodological triangulation, (3) data triangulation and \n(4) researcher triangulation. Two publications represent conceptual development, which are \nbased on secondary data research. One publication is a quantitative study, carried out through a \nsurvey. The other three publications represent qualitative studies, based on case studies, where \ndata was collected through interviews and workshops, with participation of managers from all \nthree sectors: public, private and the third (nonprofit). \nThe study consolidates the field of “strategic management of value networks,” which is proposed \nto be applied in the context of cross-sector collaboration and partnerships, with the aim of \nincreasing their effectiveness and the process of value creation. Furthermore, the study proposes \na first definition for the strategic management of value networks. The study also proposes and \ndevelops two strategy tools that are recommended to be used for the strategic management of \nvalue networks in cross-sector collaboration and partnerships. Taking a step forward, the study implements the strategy tools in practice, aiming to show and to demonstrate how new value can \nbe created by using the developed strategy tools for the strategic management of value networks. \nThis study makes four main contributions. (1) First, it brings a theoretical contribution by \nproviding new insights and consolidating the field of strategic management of value networks, \nalso proposing a first definition for the strategic management of value networks. (2) Second, the \nstudy makes a methodical contribution by proposing and developing two strategy tools for value \nnetworks of cross-sector collaboration: (a) value network mapping, a method that allows us to \nassess the current and the potential value network and (b) the Value Network Scorecard, a \nmethod of performance measurement and performance prediction in cross-sector collaboration. \n(3) Third, the study has managerial implications, offering new solutions and empirical evidence \non how to increase the effectiveness of cross-sector collaboration and also allow managers to \nunderstand how new value can be created in cross-sector partnerships and how to get the full \npotential of collaboration. (4) And fourth, the study also has practical implications, allowing \nmanagers to understand how to use in practice the strategy tools developed in this study, \nproviding discussions on the limitations regarding the proposed tools as well as general \nlimitations involved in the study.

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