Objetivo: Demonstrar como o modelo de negócio Canvas pode se tornar dinâmico a partir de uma perspectiva conceitual. Metodologia / abordagem: Este estudo é de natureza qualitativa, descritiva e exploratória, com abordagem teórica, baseada nos principais teóricos. Originalidade / Relevância: Este estudo pressupõe o fortalecimento da literatura de modelo de negócio na perspectiva da competitividade dinâmica. Ele define modelo de negócio dinâmico e o diferencia de um modelo estático. Isso permite avaliar os fatores que fazem com que um modelo de negócio se torne estático e, portanto, não esteja preparado para uma lógica de negócios que crie valor e gere vantagem competitiva. Principais resultados: No final do ensaio, foi possível entender, a partir de uma perspectiva teórica, que o Modelo de Negócio Dinâmico contribui para a criação de valor e a geração de vantagem sustentável em ambientes de alta mudança. Contribuições teórico-metodológicas: Este estudo identificou três pressupostos conceituais que constituem o modelo de negócio dinâmico. Primeiro, o desenho dos modelos de negócios - interdependência e conexão entre seus elementos constitutivos. Em segundo lugar, os modelos de negócios ligados a capacidades dinâmicas. E por fim, a busca pela captura de valor e geração de vantagens competitivas sustentáveis pelas empresas. A partir dessas conclusões, foi possível avaliar o modelo de negócio Canvas na perspectiva de um modelo dinâmico.Palavras-chave: Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem Dinâmica
The literature on business models has developed under the assumption that they are tools that managers in general, and entrepreneurs in particular, use intensively to analyze information and make decisions. However, this approach has historically presented little empirical evidence about its relevance. This paper investigates this issue by assessing whether and how entrepreneurs use business models in their everyday practice. We used qualitative analysis of interviews with a group of micro and small entrepreneurs to evaluate their attitude toward one of the best-known business model frameworks on the market, the Business Model Canvas (BMC). The results indicated that these entrepreneurs tended to adopt the BMC if they believed their market was static. In more dynamic markets, they preferred to draw on their practical experience. These results highlight that entrepreneurs’ perception of their firm’s competitive environment is decisive in defining their attitude toward using business models as viable managerial tools.
The goal of this chapter is to demonstrate theoretically that a Business Model Canvas (BMC) might become dynamic to capture value and generate a sustainable competitive advantage. This chapter defines the differences between and definitions of static and dynamic business models. Furthermore, it develops the Dynamic Business Model (DBM) for the assessment of the BMC from a dynamic perspective. This chapter argues that business models are static when they are tools that merely describe the business logic of firms. However, when associated with the dynamic capacity perspective, those business models interact with the business ecosystem, allowing firms to capture value and sustainable competitive advantage.
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