Business Model Innovation As A Dynamic Capability
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Business model innovation as a dynamic capability. The purpose of the paper is to clarify the role of dynamic capabilities in business model innovation of acquirer rsquo s company in mergers and acquisitions of. As mentioned earlier management s ability to develop and refine business models is a core microfoundation of dynamic capabilities teece 2007. Firstly dynamic capabilities and business model are conceptually knitted to each other teece 2010 and technically business model is a micro foundation of firm s dynamic capabilities and.
In contrast those that focus on new product and process developments coupled with business model innovation will leverage their dynamic capabilities. Mentation and transformation of business models are outputs of high order dynamic capabilities. Develop a framework outlining a process and actions for organizations wanting to engage in business model innovation.
This is just as true for designing the original model as it is for replacing and recombining elements of the model over time. Dynamic capabilities dcs are theoretically highly applicable in business model innovation at least for two interrelated reasons. Strong dynamic capabilities are impossible without it.
Identify who engages in these activities and what the role of individual agents is. Despite the widespread agreement on the importance of dynamic capabilities to the success of mergers and acquisitions little is known about how these capabilities may contribute to the business model s innovation of an acquirer. Dynamic capabilities which are underpinned by organizational.
The book subsequently uses proven methodologies to gather and analyse data from five case studies in the manufacturing financial services media consulting and healthcare industries. This paper chooses business model innovation as the starting point of dynamic capability cultivation and discusses the relationship between business model innovation and dynamic capability. Engage in if they explicitly intend to innovate their existing business model and or develop a new business model.
The crafting reļ¬nement imple. According to these authors typical innovation activities such as product development and r d are not necessarily dynamic if they do not contribute to the long term capacity to adapt to changing environments. An essential overlay is entrepreneurial leadership from top management teams.
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