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A Soft Systems Methodology for Business Creation: The Lost World at Tyseley, Birmingham

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A Soft Systems Methodology for Business Creation : The Lost World at Tyseley, Birmingham. / Cavada, Marianna; Bouch, Christopher; Rogers, Chris; Grace, Michael; Robertson, Alexander.

In: Urban Planning, Vol. 6, No. 1, 26.01.2021, p. 32-48.

Research output: Contribution to journalJournal articlepeer-review

Harvard

Cavada, M, Bouch, C, Rogers, C, Grace, M & Robertson, A 2021, 'A Soft Systems Methodology for Business Creation: The Lost World at Tyseley, Birmingham', Urban Planning, vol. 6, no. 1, pp. 32-48. https://doi.org/10.17645/up.v6i1.3499

APA

Cavada, M., Bouch, C., Rogers, C., Grace, M., & Robertson, A. (2021). A Soft Systems Methodology for Business Creation: The Lost World at Tyseley, Birmingham. Urban Planning, 6(1), 32-48. https://doi.org/10.17645/up.v6i1.3499

Vancouver

Author

Cavada, Marianna ; Bouch, Christopher ; Rogers, Chris ; Grace, Michael ; Robertson, Alexander. / A Soft Systems Methodology for Business Creation : The Lost World at Tyseley, Birmingham. In: Urban Planning. 2021 ; Vol. 6, No. 1. pp. 32-48.

Bibtex

@article{73760227df7f468ab24016aaa9f88737,
title = "A Soft Systems Methodology for Business Creation: The Lost World at Tyseley, Birmingham",
abstract = "Much has been written about the benefits of green infrastructure, but securing the resources necessary for its development and long-term maintenance is often difficult. This article{\textquoteright}s premise is that, in general, people and organisations will take action to provide those resources when they can see value accruing to them; therefore narratives of value generation and capture (our definition of business models) are required to motivate and support that action. This article explores the application of soft systems methodology to the wicked problem of business model development in the context of a social enterprise, using a case study based on a piece of green infrastructure in the city of Birmingham, UK, called The Lost World. The research involved a workshop with several of The Lost World{\textquoteright}s key stakeholders and aimed at identifying: The Lost World{\textquoteright}s scope as a business; its potential value streams; and how they might be realised in a social enterprise. Analysis of the findings shows that while stakeholders can identify opportunities for their organisations, bringing those opportunities to fruition is difficult. The research demonstrates a compelling need for social entrepreneurs to act as catalysts and long-term enablers of the formulation and maintenance of businesses and business models—vital missing actors in the ambition to transform cityscapes.",
keywords = "business model, Green infrastructure, social enterprise, value",
author = "Marianna Cavada and Christopher Bouch and Chris Rogers and Michael Grace and Alexander Robertson",
year = "2021",
month = jan,
day = "26",
doi = "10.17645/up.v6i1.3499",
language = "English",
volume = "6",
pages = "32--48",
journal = "Urban Planning",
issn = "2183-7635",
publisher = "Cogitatio Press",
number = "1",

}

RIS

TY - JOUR

T1 - A Soft Systems Methodology for Business Creation

T2 - The Lost World at Tyseley, Birmingham

AU - Cavada, Marianna

AU - Bouch, Christopher

AU - Rogers, Chris

AU - Grace, Michael

AU - Robertson, Alexander

PY - 2021/1/26

Y1 - 2021/1/26

N2 - Much has been written about the benefits of green infrastructure, but securing the resources necessary for its development and long-term maintenance is often difficult. This article’s premise is that, in general, people and organisations will take action to provide those resources when they can see value accruing to them; therefore narratives of value generation and capture (our definition of business models) are required to motivate and support that action. This article explores the application of soft systems methodology to the wicked problem of business model development in the context of a social enterprise, using a case study based on a piece of green infrastructure in the city of Birmingham, UK, called The Lost World. The research involved a workshop with several of The Lost World’s key stakeholders and aimed at identifying: The Lost World’s scope as a business; its potential value streams; and how they might be realised in a social enterprise. Analysis of the findings shows that while stakeholders can identify opportunities for their organisations, bringing those opportunities to fruition is difficult. The research demonstrates a compelling need for social entrepreneurs to act as catalysts and long-term enablers of the formulation and maintenance of businesses and business models—vital missing actors in the ambition to transform cityscapes.

AB - Much has been written about the benefits of green infrastructure, but securing the resources necessary for its development and long-term maintenance is often difficult. This article’s premise is that, in general, people and organisations will take action to provide those resources when they can see value accruing to them; therefore narratives of value generation and capture (our definition of business models) are required to motivate and support that action. This article explores the application of soft systems methodology to the wicked problem of business model development in the context of a social enterprise, using a case study based on a piece of green infrastructure in the city of Birmingham, UK, called The Lost World. The research involved a workshop with several of The Lost World’s key stakeholders and aimed at identifying: The Lost World’s scope as a business; its potential value streams; and how they might be realised in a social enterprise. Analysis of the findings shows that while stakeholders can identify opportunities for their organisations, bringing those opportunities to fruition is difficult. The research demonstrates a compelling need for social entrepreneurs to act as catalysts and long-term enablers of the formulation and maintenance of businesses and business models—vital missing actors in the ambition to transform cityscapes.

KW - business model

KW - Green infrastructure

KW - social enterprise

KW - value

U2 - 10.17645/up.v6i1.3499

DO - 10.17645/up.v6i1.3499

M3 - Journal article

VL - 6

SP - 32

EP - 48

JO - Urban Planning

JF - Urban Planning

SN - 2183-7635

IS - 1

ER -