Outcome-based contracts as new business model: The role of partnership and value-driven relational assets

• Performance of outcome-based contracts (OBC) is dependent upon behavioral and information alignments.
• Material & equipment alignment (i.e., joint supply chain) has no significant effect on outcome-based contract performance.
• Complementary competencies such as skills, assets and knowledge drive all value-driven alignments.
• Perceived control and empowerment mediate the relationship between partnership inputs and value-driven alignments.

This paper investigates the new business model of outcome-based contracts where the firm is tasked to achieve outcomes of equipment as a service contract instead of the traditional maintenance, repair and overhaul activities (e.g., power-by-the-hour® engine service contract). Through a qualitative study of two outcome-based contracts between BAE Systems, MBDA and the UK Ministry of Defence, we derive three value drivers of information, material and people transformation. Mapping it with transaction cost literature we propose five relational assets based on the value drivers; three value-driven alignments and two partnership inputs. We then study the relationships between the relational assets and contract performance through a quantitative survey by applying the partial least square (PLS) method. Our study shows that behavioral and information alignments are important to achieve outcomes. However, material and equipment alignment (i.e., joint supply chain) does not have a significant effect on contract performance. In addition, perceived control and empowerment mediated the relationship between partnership inputs and value-driven alignments. Our study provides a more integrated view of how various theoretical management domains overlap in the understanding of business models, and contribute to the understanding of value drivers and partnership factors in achieving performance in outcome-based contracts.