El debate teórico de la relación estrategia-estructura tiene al menos tres corrientes explicativas. Sin embargo, esta relación no se ha estudiado en un contexto de crisis como la de la COVID-19 y tampoco en instituciones de educación superior (IES). Viendo la estrategia desde el modelo de negocio, y su relación con la innovación organizacional, se analizaron los planes de desarrollo institucional y se realizaron entrevistas semiestructuradas con el modelo Connectivity Humanness and Empathy (CHE) a 11 IES en Colombia. Los resultados muestran que las IES no cambiaron su modelo de negocio, pero lograron implementar en pocas semanas una estrategia proyectada a varios años, presentando innovaciones organizacionales que las orientan hacia la transformación digital.

Purpose The purpose of this paper is to create a model that connects drivers between organizational innovation and business model innovation (BMI) to guide empirical research and the design of innovation management strategies. Design/methodology/approach The model was designed based on the results of a systematic literature review over the past 25 years that provides common predictor variables to build bridges between these two types of innovations. Findings It is a conceptual relationship between organizational innovation and BMI based on processes, new structures and customer relationship management. Moreover, there are five bridges from common predictors: strategy, top management, exploratory learning, technological innovation and environmental complexity. Originality/value The relationships between organizational innovation and BMI have been neglected in the literature. The model fills this gap by proposing hypotheses for empirical research and critical variables and relationships to steer organizational and business model innovation.

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