“…One of the key critiques on the DC literature is that it only addresses the empirical world at a quite abstract level. Therefore, there is a substantial challenge to translate it into practice [117]. This problem is even more relevant since much advancement and recent literature point towards DC as the primary BMI antecedent [3].…”
The digital era is reshaping the competitive landscape, creating a more turbulent environment where digital technologies play a significant role in enabling innovative business models. Companies need to promote business model innovations, readapting their business models, and create new digital business models to thrive in this scenario. The literature emphasizes that dynamic capabilities are the main antecedent to business model innovation. However, the dynamic capabilities construct is poorly operationalized, lacking proper measurements that effectively translate them to practice, remaining a black box. This paper aims to further understand, operationalize and measure the distinctive dimensions of dynamic capabilities for business model innovation. To this end, we follow the design science research methodology, building a tool for dynamic capabilities evaluation through a systematic literature review. We then evaluate the tool based on a three-year, in-depth case study of a software company. Our findings show that the current business model has a central role in shaping dynamic capabilities for business model innovation. The proposed measures encompass activities and practices and business model structure, highlighting the relevance of the co-evolution between business model and dynamic capabilities. Thus, we propose creating what we call a "business model innovation engine" as a function that reshapes the business model to incorporate dynamic capabilities as part of the value creation architecture. We contribute to theory by better translating dynamic capabilities for business model innovation to observable (and measurable) organizational phenomena, linking it to the extant strategic management literature, and elucidating how to measure and guide the build-up of such capabilities. We also add to practice by developing a practical tool for management to use as a means to evaluate their current dynamic capabilities state, therefore guiding for informed strategic action.INDEX TERMS Business model innovation, design science research, digital economy, dynamic capabilities, innovation management.
“…One of the key critiques on the DC literature is that it only addresses the empirical world at a quite abstract level. Therefore, there is a substantial challenge to translate it into practice [117]. This problem is even more relevant since much advancement and recent literature point towards DC as the primary BMI antecedent [3].…”
The digital era is reshaping the competitive landscape, creating a more turbulent environment where digital technologies play a significant role in enabling innovative business models. Companies need to promote business model innovations, readapting their business models, and create new digital business models to thrive in this scenario. The literature emphasizes that dynamic capabilities are the main antecedent to business model innovation. However, the dynamic capabilities construct is poorly operationalized, lacking proper measurements that effectively translate them to practice, remaining a black box. This paper aims to further understand, operationalize and measure the distinctive dimensions of dynamic capabilities for business model innovation. To this end, we follow the design science research methodology, building a tool for dynamic capabilities evaluation through a systematic literature review. We then evaluate the tool based on a three-year, in-depth case study of a software company. Our findings show that the current business model has a central role in shaping dynamic capabilities for business model innovation. The proposed measures encompass activities and practices and business model structure, highlighting the relevance of the co-evolution between business model and dynamic capabilities. Thus, we propose creating what we call a "business model innovation engine" as a function that reshapes the business model to incorporate dynamic capabilities as part of the value creation architecture. We contribute to theory by better translating dynamic capabilities for business model innovation to observable (and measurable) organizational phenomena, linking it to the extant strategic management literature, and elucidating how to measure and guide the build-up of such capabilities. We also add to practice by developing a practical tool for management to use as a means to evaluate their current dynamic capabilities state, therefore guiding for informed strategic action.INDEX TERMS Business model innovation, design science research, digital economy, dynamic capabilities, innovation management.
“…DCs As reflective constructs in explorative models are allowed redundancy, 14 indicators were adapted from Wilden et al (2013) and Kump et al (2018) borrowing concepts from two qualitative study on HEIs' DCs (Leih and Teece 2016;Teece 2018). During the calculation of the measurement model, we excluded five indicators due to redundancy, below-threshold reliability and/or discriminant validity (Hair et al 2011).…”
Higher education institutions (HEIs), once considered among society’s most resilient institutions, are facing challenges due to changes in governments’ and society’s expectations of them. Within the sector, there is a global call for new models and practices, requiring HEIs to develop the management capabilities once reserved for businesses. In this sense, they will pave entrepreneurial pathways and contribute to economic, technological and societal developments in their regions, thus adding a third mission (engaging socio-economic needs and market demands) to the traditional two (education and research) and transforming themselves into more entrepreneurial institutions. Dynamic capabilities enable transformation processes by allowing the dynamic sensing and seizing of opportunities and risks and the promotion of iterative change and reconfiguration. Scholars have called on HEIs to develop such dynamic capabilities in order to transform themselves and better respond to their sector’s challenges. Nevertheless, the understanding of how dynamic capabilities might advance HEIs’ third mission is still an underexplored concept, and in this paper, we propose mechanisms that promise to transform dynamic capabilities into third mission advancement. We have developed numerous theoretically grounded hypotheses and tested them with a partial least squares structural equation model into which we funnelled data collected from key decision-makers at German HEIs. The results suggest that dynamic capabilities do indeed influence third mission advancement; however, this relationship is mediated by the role of leadership and organisational agreement on vision and goals.
“…O detalhamento operacional permite esclarecer a natureza das capacidades dinâmicas. A capacidade dinâmica pode ser melhor compreendida pela operacionalização de Kump et al, (2018). Sentir o contexto do ambiente pode ser traduzido nas ações da empresa em conhecer as melhores práticas do mercado, buscar informações sobre o mercado e monitorar competidores.…”
Section: Referencial Teóricounclassified
“…Para a avaliação do grau de capacidades dinâmicas de uma organização, o presente trabalho utilizou como constructos as próprias capacidades sentir, aproveitar e transformar propostas por Teece (2007), conforme descritos no capítulo anterior, sendo as DCs entendidas como um constructo de segunda ordem. Tais constructos foram operacionalizados adotando-se a proposta de questionário de Kump et al (2018), para avaliar a capacidade de sentir, aproveitar e transformar por meio de uma escala de "discordo fortemente" a "concordo fortemente, com o objetivo de capturar a percepção do respondente quanto à organização onde atua. O constructo de capacidade dinâmicas é um constructo de segunda ordem reflexivo de sentir, aproveitar e transformar.…”
Section: Constructosunclassified
“…Segundo, denota que os esforços em desenvolver cada uma das capacidades são diferentes. Nesse sentido, entende-se que o próprio detalhamento dos constructos desenvolvidos para o presente trabalho com base em Kump et al (2018) e Gibson e Birkinshaw ( 2004) pode ser entendido como uma contribuição para o mercado, uma vez que, pode se converter em uma ferramenta útil para os gestores que almejam avaliar a capacidade de adaptação e capacidades dinâmicas de suas organizações. Por exemplo, ao aplicar o questionário junto com os colaboradores de níveis de gerente e acima, a empresa pode avaliar o grau de desenvolvimento das capacidades.…”
Section: Figura 1 Coeficientes De Caminho E Significância Estatísticaunclassified
Objetivo -O objetivo desse estudo é evidenciar que a capacidade de adaptação das organizações depende de capacidades dinâmicas, ou seja, ambas as capacidades são complementares.Metodologia -A abordagem metodológica adotada foi quantitativa. Como coleta de dados, optou-se pela realização de uma pesquisa survey, cuja uma amostra final foi de 172 respondentes de empresas dos Estados Unidos e da Alemanha. Para testar a hipótese central de que "A capacidade de adaptação da empresa depende do desenvolvimento de capacidades dinâmicas", utilizou-se como técnica de análise a modelagem de equações estruturais, por meio do método PLS e da ferramenta Smart PLS 3.0. Foi realizada também uma análise multigrupo para verificar eventuais diferenças entre os países estudados.Originalidade/Relevância -A relevância desta pesquisa consiste em apontar que a capacidade de adaptação depende das capacidades dinâmicas, e que ambas não devem ser confundidas como sinônimos.Principais resultados -Os resultados permitiram identificar que, tanto para empresas dos Estados Unidos quanto da Alemanha, a capacidade de adaptação se distingue das capacidades dinâmicas, e que as capacidades dinâmicas influenciam na capacidade de adaptação das empresas. Em outras palavras, foi possível constatar que desenvolvimento de capacidades de adaptação de uma organização está associado positivamente ao desenvolvimento de capacidades dinâmicas.Contribuições -Do ponto de vista teórico, este estudo contribuiu para a visão baseada em capacidades, enquanto do ponto de vista gerencial, recomenda-se que os gestores desenvolvam mais as capacidades dinâmicas em suas organizações para uma adaptabilidade mais eficiente e que permita maior competitividade de longo prazo.Palavras-chave: Capacidades Dinâmicas. Capacidade de Adaptação. Estratégia Organizacional.
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