Engaging Paradoxical Tensions in Cross-Sectoral Collaborative Business Model Development for Sustainability: A Case Study in the Urban Energy Transition
通过城市能源转型案例，研究跨部门协作商业模式开发中面临的价值、创造力和消费者三种悖论张力，发现中观层面的信任与合作能释放协同潜力，但宏观层面的政府与社会障碍导致依赖现有模式、抑制创新。
This article presents an in-depth case study on cross-sectoral collaborative business model development (CBMD) that is pressured to produce systemic sustainability transformations. Drawing on paradox theory, we identify three paradoxical tensions—value, creativity, and consumer tensions. While engaging these tensions offers synergy and creativity potential, engagement barriers limit stakeholders’ ability to harness this potential. Stakeholder networks can access synergy potential by engaging meso-level tensions through increased trust and collaboration. Yet, macro-level engagement barriers posed by governments and society lead to a reliance on incumbent patterns and reduce creativity. This research advocates for reconsidering CBMD processes and regulatory frameworks to enable engagement with these paradoxical tensions. Our implications offer insights for industries transitioning from centralized models to more individualized, decentralized approaches. The findings underscore the necessity of promoting reciprocal interactions and engagement across different levels and the early integration and strategic orchestration of stakeholders to cultivate trust and align objectives.