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Purpose Organizations need to find ways to survive in unpredictable, dynamic and rapidly changing environments. The development of organizational capabilities, such as relational, is a dynamic process of adaptation, which seeks to adjust to an unstable environment. Within this context, the purpose of this paper is to analyze, through a systematic review (SR), 36 articles, which discuss the influence of strategic alliances on the dynamic capabilities (DCs) process. Design/methodology/approach Through this systematic literature review, articles published in international journals were categorized in terms of their objectives, thematic axes and the research methodologies applied and evidences, to explore their methodological, theoretical and organizational practice contributions. Findings The results clarified the antecedents, implications and relevance of the relationship between strategic alliances in different countries and their DCs. The findings make it possible to determine directions for new studies that may support the advancement of this field of research. Research limitations/implications Studies from this SR point out that alliance is: a flexible vehicle of learning; a way to transfer effective knowledge in partner firms and to generate combinations of resources; and a superior means of access to technological capabilities and other complex capabilities. Those aspects would be difficult to be developed in the firms without the help of partnerships. This can encourage the reconfiguration of existing resources and capabilities. These reconfigurations can lead to deliberate evolutionary adaptations in these firms, which will build relational DCs. Practical implications As managerial implications, an alliance allows for the development of capabilities to detect new opportunities, and for the development of the reconfiguration or expansion of the existing resource base in the firm. Thus, alliances, once properly managed and with well-defined structure and purpose, can help firms achieve a sustainable competitive advantage. Alliances can serve as a type of strategic choice or an alternative that can enable companies to cope with unstable, global and competitive environments permeated by (new) threats and opportunities. Originality/value This SR paper highlighted, in a specific and consistent topic, the suggestions for future research related to the process of DCs and its relationship with strategic alliances, motivating new research works.

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This study proposes a management model by business processes for science parks based on the premises and concept of enterprise architecture (EA). The model offers integrating business processes with activities and information that can be generated by adopting customized information systems to meet the science parks’ needs. The proposed model’s main contributions included EA as a means for shaping and enabling reconfiguration through descriptions of the structures of business processes and information systems that connect these structures, forming business and information architecture frameworks. In association with these frameworks, the managers need to define a coherent set of patterns, policies, procedures, and principles that sustain the business processes integrated with the information systems. As a result of the study, this model can help management execute and control activities related to business processes in the parks through interaction and alignment with the information system intended to facilitate the execution. The model will also lead to greater agility and efficiency in these business processes, considering their specific nature and the relationship with the parks’ actors. As a practical contribution, knowledge of these processes aids the management of the parks in their drive for a competitive advantage by maintaining and developing their management models.

In the information and knowledge era, organizations must find ways to survive and remain up-to-date and competitive to face a dynamic environment. The still dominant paradigm regarding the Internet of Things (IoT) focuses more on tangible things and physical devices and less on management and business environment. There is a lack of studies that clarify how the IoT can help business management to create perceived value for the company. The aim of this study is to propose a framework called the Internet of Management Artifact (IoMA) to understand how the IoT ecosystem can support managerial decision-making. Considering that this field of research lacks the empirical evidence that more transparently narrows the relationship between IoT and organizational management, we opted for a framework based on Design Search Research. The main contribution of this study is the proposition of the IoMA framework, which seeks a paradigm shift, changing from a paradigm centered on “things” and physical devices in the information technology architecture that remains dominant in the literature to a paradigm focused on business management. The study highlights how decision-makers can exploit IoT architecture, which provides them with rich, accurate and relevant information to promote business reconfiguration and thus capitalize on these renewals.

The purpose of this paper is to extend knowledge of enterprise architecture and the importance of the operating model of a firm through a Dynamic Capabilities perspective. First, the authors attempt to position Private Educational Institutions in an operating model. They propose a model that relates enterprise architecture to the dynamic capabilities approach. A questionnaire was prepared in accordance with the proposed structural equation model and was sent to 1,932 private universities. The results show a significant relationship between operational model dimensions and reconfiguring capability. This paper contributes with a better understanding of enterprise architecture regarding its strategic relevance to organizations, in particular to Educational Institutions. Dynamic Capabilities proved to be a relevant and promising concept for the study of Enterprise Architecture operating models. This implies that the reconfiguring capabilities in Enterprise Architecture project implementation are positively affected by the operating model of the institutions.

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The article identifies how Research and Development (R&D) collaborations in startups can influence digital innovation in Brazilian manufactures. A qualitative multiple case study was performed with startups incubated at the Federation of Industries of Paraná (FIEP), through semi-structured interviews to the Chief Executive Officer (CEOs) and case document’s, applying the content analysis. The results indicate that the sources of knowledge of the startups and the collaboration with companies, universities, government development agencies and incubators, characterize the actions in the ecosystem of open innovation. It has been found that the complexity of the innovation ecosystem of startups is a strategic asset, and the nature of the collaborations is informal, coupled with a stage of maturity considered low in startups. This study contributes to highlight the nature, dynamics and progress of startup collaborations in the development of digital transformation, and the challenges for the leverage of Industry 4.0 in Brazil.