LAUSR

This study aimed to investigate the underlying business model of organizations that have data sharing at the core of their activities. Previous work has stressed that data‐sharing projects need to be sustainable in the long term, and highlighted the need for a deeper understanding of the operation model of existing data‐sharing initiatives. To investigate this important issue, we took a qualitative approach to uncover the dynamics of value creation in data sharing. Using a case study method, we examined two data‐sharing sites across different areas. We conducted semistructured interviews with managers from data centers and other stakeholders, and reviewed documents about the technical and managerial practices to determine the main characteristics of their business models. In addition, we applied the e3‐value modeling methodology to tease out the value flows within each site. Our findings demonstrated the importance of the value network dimension of a business model, as data sharing relies on a set of actors creating and getting value in the process, and the significance of intangible assets. The main contributions of this study include extending current understanding on data‐sharing business models by analyzing key dimensions, and uncovering how value is created and transferred in data sharing.