Table 3 Exploring the narratives:... | Emerald Publishing

Table 3

Exploring the narratives: examples of business model innovation strategies

Cases	Business model innovation strategies
Cases	Co-participation	Generative leadership	Socially-oriented activities	Asset-based community development	Cross-subsidization	Management of surplus	Grassroots	Social relationship	Empowerment
#1		Decisions and strategic choices sharing				Not for profit purpose Reinvesting in institutional activities			Strong use of the social mission to enhance intrinsic motivation
#2								Focus on building relational capital Engagement in cultural heritage cause
#3	Continuous involvement of local community						Involvement of local organizations
#4					Subsidizing of social projects by revenues from fee-paying
#5	Co-design of the heritage experience			Relationship-driven activities	Guarantee free entry for the poorer users
#6		Co-responsibility		Fostering social capital					Contribute of voluntary staff
#7			Involvement of youngers in heritage taking care				Focus on self-funding inspired by intrinsic motivations
#8		Shared vision
#9	Community bonding							Focus on networking to build strategic partnerships
#10							Common values, common goals
#11						Using profit to avoid social barriers
#12					Profit as the way to further the “dream job”				Focus on quality and purpose of cultural work Employment of disadvantaged workers
#13	Promotion of the local identity			Contributing to civil society and local development
#14			Social value creation Setting up of educational approach					Sharing values and goals whit donors	Evolving from informal work to job contracts
#15			Disseminate cultural heritage concept as a common good Reuse of abandoned heritage

Cases	Business model innovation strategies
Cases	Co-participation	Generative leadership	Socially-oriented activities	Asset-based community development	Cross-subsidization	Management of surplus	Grassroots	Social relationship	Empowerment
#1		Decisions and strategic choices sharing				Not for profit purpose Reinvesting in institutional activities			Strong use of the social mission to enhance intrinsic motivation
#2								Focus on building relational capitalEngagement in cultural heritage cause
#3	Continuous involvement of local community						Involvement of local organizations
#4					Subsidizing of social projects by revenues from fee-paying
#5	Co-design of the heritage experience			Relationship-driven activities	Guarantee free entry for the poorer users
#6		Co-responsibility		Fostering social capital					Contribute of voluntary staff
#7			Involvement of youngers in heritage taking care				Focus on self-funding inspired by intrinsic motivations
#8		Shared vision
#9	Community bonding							Focus on networking to build strategic partnerships
#10							Common values, common goals
#11						Using profit to avoid social barriers
#12					Profit as the way to furtherthe “dream job”				Focus on quality and purpose of cultural workEmployment of disadvantaged workers
#13	Promotion of the local identity			Contributing to civil society and local development
#14			Social value creationSetting up of educational approach					Sharing values and goals whit donors	Evolving from informal work to job contracts
#15			Disseminate cultural heritage concept as a common goodReuse of abandoned heritage