Modelo de negócios: constructo real ou metáfora de estratégia?

Abstract

Este artigo analisa a discussão sobre os termos "modelo de negócios" e "estratégia", e seu principal objetivo é verificar se esses conceitos são distintos ou não. A maioria dos estudos até agora realizados defendem a tese de que sejam diferentes. O objetivo deste artigo é testar a veracidade dessa hipótese. Para isso, são comparadas abordagens consolidadas de estratégia, como a da escola de posicionamento e a visão baseada em recursos (resource-based view-RBV), com as definições de vários autores para o termo "modelo de negócios". Usando-se análise interpretativa de viés hermenêutico, conclui-se que os constructos não são totalmente diferentes, i.e., que existe sobreposição e nível de similaridade entre Estratégia e Modelo de Negócio. Da mesma forma, verifica-se que modelo de negócios é um instrumento dinâmico e sistêmico para várias abordagens de estratégia. Isso possibilita entrelaçá-las numa única definição, aumentando o potencial dessas abordagens para explicar e orientar o processo estratégico real das organizações.<br>This article analyzes the discussion about the terms "business model" and "strategy", and aims mainly to verify whether these concepts are similar ones. Most of the studies already undertaken consider that business model and strategy are different constructs. Hence, the aim of this article is to test this hypothesis using an interpretative method based on hermeneutics. In order to accomplish this objective several definitions of business model are compared with two main strategic approaches, namely the Positioning school and the Resource-Based View school. It is concluded that Business Model and Strategy are not entirely different constructs, i.e. there is some overlapping and similarity level between them. Furthermore, it is verified that business model acts as a dynamic and systemic tool integrating different strategic approaches and enabling different strategic concepts to be intertwined into a single definition, which increases the potential of these schools to explain and guide the actual strategic process within the organizations

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