Innovation in the Business Model From the Perspective of Dynamic Capabilities: Bematech’s Case

Abstract

Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ElIC VoDoVoZUniversidade Federal do Paraná (UFPR). MÁRCIa RaMos MaYUniversidade Federal do Paraná (UFPR). ABSTRACT purpose: The literature on business models deals with creation and capture of the value obtained through innovation as elements necessary for the continuity of the companies. The concepts inherent in business models demonstrate the operation logics s for the creation of value. To verify how the value creation process occurs, a case study has been carried out based on the change in the business model of Bematech S.A, a Brazilian company from Information Technology (IT) service area. originality/Value: The theory about business models and dynamic capabilities indicates some connections between these concepts, but this connection lacks practical observation, so the purpose of this article is to understand how innovation occurred in the business model and search, which routines were essential for the value creation in the company Bematech. The phenomenon was observed from the perspective of dynamic capacities.Design/methodology/approach: Based on the reviewed literature, it was decided to conduct in-depth interviews with employees from the strategic planning and IT areas. A graphical representation of the business model was used to capture its structure, the business model canvas. Findings:The results of this study show how dynamic capability and business model connections occur and demonstrate which high-level routines enabled innovations in the Bematech's business model for value creation and value capture. The study also shows the boundary between dynamic capabilities and the business model.

Reviewing the relationship between organizational performance, dynamic capabilities and strategic behavior

“…According Vodovoz and May ( 2017 ), DC theory allows us to understand the value creation process mediated by operational capabilities. Case studies have reaffirmed the tendency of DC theory to represent, with quality, a theoretical framework for the analysis of aspects related to value creation (new products and service channels) and new business model development (to achieve new consumer niches).…”

Agile Leadership from the Perspective of Dynamic Capabilities and Creating Value

“…Salunke et al have revealed that entrepreneurial service firms deliberately select and use dynamic capabilities for greater innovation and sustained competitive advantage [14]. However, few studies empirically handled these variables together in the literature [15,16]. Although it is stated that agile leaders are the most suitable type of leadership for competitive advantage, no study has experimentally examined the effect of agile leadership on creating value or tested the mediating role of dynamic abilities in this effect.…”

“…The relationship between dynamic capabilities and competitive advantage has been repeated in early studies about the definitions of dynamic capabilities. Researchers in these studies have claimed that dynamic capabilities are antecedents for organizational outcomes such as growth, profitability, and creating value for sustainable competitive advantage [14,16,[33][34][35]. Ansari et al [36] have revealed that dynamic capabilities as stimulators enable innovation and competitive production, which is able to stabilize in the competitive world.…”

“…For Porter [37], the essence of competitive advantage is the highest value customers are willing to pay against the enterprise's manufacturing costs. But, Barney [38] handles the value based on the Resource-Based View Theory, and states that it is achieved to a competitive advantage when the value created cannot be easily copied by competitors [16,37,38].…”

“…Protogerou et al [33] also demonstrated that dynamic capabilities create value indirectly by changing and strengthening operational capabilities. Vodovoz and May [16] have found that the vision of dynamic capabilities allows the process of creating value in business models driven by changes in the technological structure of the companies.…”