Strategy as Evolution with Design: The Foundations of Dynamic Capabilities and the Role of Managers in the Economic System

Augier, Mie; Teece, David J.

doi:10.1177/0170840608094776

Cited by 210 publications

(179 citation statements)

References 37 publications

Supporting

Mentioning

150

Contrasting

Unclassified

Order By: Relevance

“…It is known that the definition of value in the view of the dynamic capabilities is influenced by the Barney's current (1991), in which the value is related to valuable resources, rare, difficult to imitate or replace. However, it is perceived that the dynamic capabilities also relate the creation of value to high-level routines based on the entrepreneurial activity of identifying opportunities and resource mobilization, implementation of business models (Augier & Teece, 2008), processes, leadership ability applied to these resources (Teece, 2014).…”

Section: Concept Of Valuementioning

confidence: 99%

“…The dynamic capabilities perspective has added the external component and importance of strategic capacity management, proposing greater flexibility to develop new capabilities for RBV, as well as renewing existing ones with the purpose to generate competitive advantages. Even though, the resources employed are scarce or difficult to replicate (TEECE; PISANO; SHUEN, 1997;Eisenhardt & Martin, 2000;Augier & Teece, 2008).…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

See 1 more Smart Citation

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

Vodovoz

May

2017

RAM, Rev. Adm. Mackenzie

View full text Add to dashboard Cite

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.

show abstract

Section: Concept Of Valuementioning

confidence: 99%

Section: Dynamic Capabilitiesmentioning

confidence: 99%

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

Vodovoz

May

2017

RAM, Rev. Adm. Mackenzie

View full text Add to dashboard Cite

show abstract

“…The relationships between competences and resources, therefore results in specific activities that unite the relevant aspects of internal factors with the processes demanded by external factors. This allows for the organizational operations to aggregate economic value for the company and provides social value to the individual (Augier & Teece, 2008;Fleury & Fleury, 2001;Prahalad & Hamel, 1990;Ruas, 2005).…”

Section: Unique and Differentiating Organizational Competencesmentioning

confidence: 99%

“…These are responsible for conferring it with a privileged marketing position as compared to its competitors (Augier & Teece, 2008;Fluery & Fleury, 2001;Leonard-Barton, 1992;Prahalad & Hamel, 1990;Ruas, 2005). In the case of the Brazilian technological innovation centers, by identifying their respective unique organizational competences, we are trying to discover each one's competitive advantages, as well as their competitive advantages as a group.…”

Section: Unique and Differentiating Organizational Competencesmentioning

confidence: 99%

Unique Organizational Competencies of Brazilian Technological Innovation Centers

Balbinot

Dias²,

Borim-de-Souza

2012

Journal of Technology Management & Innovation

View full text Add to dashboard Cite

The general objective of this research was to identify the unique organizational competences of Brazilian Technological Innovation Centers (TICs). We developed a theoretical framework that deals with technological innovation centers and unique organizational competences. Empirical research consisted of two sequential phases, the first qualitative and the second quantitative. The qualitative phase consisted of semi-structured interviews that were chosen through nonprobabilistic selection criteria. The quantitative phase made use of a survey questionnaire that was mailed to individuals responsible for the TICs participating in the National Forum of Managers of Innovation and Technology Transfer and the Intellectual Property Network of the State of Minas Gerais. The unique organizational competences encountered were: intellectual property; national patenting; consulting services rendered by individual professors or researchers; identification of the areas of excellence in research of scientific and technological institutions via the number of registered patents, the number of scientific publications, declared lines of research, and the presence of related research groups.

show abstract

“…Tais escolhas se inter-relacionam de modo a permitir sua adaptação ao ambiente e até mesmo moldá-lo (AUGIER; TEECE, 2008). Nas últimas décadas, a pesquisa na área assistiu a emergência de construções coletivas como rotinas, competências e capacidades assumirem um papel de grande importância FOSS, 2005).…”

Section: Introductionunclassified

Capacidade de absorção: bases teóricas, funcionamento e condicionantes

Alves¹

View full text Add to dashboard Cite

Strategy as Evolution with Design: The Foundations of Dynamic Capabilities and the Role of Managers in the Economic System

Cited by 210 publications

References 37 publications

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

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

Unique Organizational Competencies of Brazilian Technological Innovation Centers

Capacidade de absorção: bases teóricas, funcionamento e condicionantes

Contact Info

Product

Resources

About