Introduction – Relational Business Model

This introduction presents the central argument of the book: that achieving performance, resilience, and sustainability in today’s turbulent business environment requires moving beyond the limits of narrow competitive logic based solely on operational optimisation towards relational business models anchored in collaboration. Resilience is conceptualised as a capability that depends on adaptability, continued resource development, and the willingness to maintain buffers that ensure long-term stability. At the same time, sustainability is framed as an integrated strategic output that combines economic, social, and environmental goals. These objectives cannot be realised in organisational isolation. Performance emerges through embedded relationships with customers, suppliers, employees, and broader business and non-business actors. Relational business models enable co-creation of value, redistribution of risk, stronger innovation trajectories, and shared commitments over extended time horizons. The introduction outlines how the subsequent parts of the book explore theoretical foundations, the influence of digitalisation, and pathways by which inter-organisational collaboration, relationships, and relational business models support sustainable development.