Dynamic capabilities development and business model innovation: evidences from IT industry in an emerging country

Vicente, Afonso Ricardo Paloma; Ferasso, Marcos; May, Márcia Ramos

doi:10.1504/ijbir.2018.094764

Cited by 9 publications

(19 citation statements)

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“…Among internal factors enabling BMI, the dynamic capabilities theory is gaining attention in the literature [2, 15,61]. Furthermore, some scholars have found that firms follow different paths towards BMI that may require different dynamic capabilities [32,62].…”

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

“…Furthermore, some scholars have found that firms follow different paths towards BMI that may require different dynamic capabilities [32,62]. It is also suggested that SMEs with higher levels of dynamic capabilities achieve higher levels of BMI than SMEs with lower dynamic capabilities [32,61].…”

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

“…In addition, SMEs must be able to change their business model while at the same time building and maintaining sustainable performance [49]. A clear BMI strategy facilitating the diffusion of new business model concepts that are aligned with the company's growth strategy is therefore required to build new competencies and implement organizational renewal, both of which are fundamental to the ongoing BMI [14,61].…”

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

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Business Model Innovation in Established SMEs: A Configurational Approach

Ibarra

Bigdeli

Igartua

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

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Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management.

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Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

Section: Business Model Innovation Capabilities (Bmics)mentioning

confidence: 99%

See 1 more Smart Citation

Business Model Innovation in Established SMEs: A Configurational Approach

Ibarra

Bigdeli

Igartua

et al. 2020

Journal of Open Innovation: Technology, Market, and Complexity

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“…Intellectual capital leverage is traditionally linked with knowledge-based companies or innovative companies (Bedi, 2019;Carvalho et al, 2019;Lehtimaki et al, 2018;Vicente et al, 2018;Shahin et al, 2017;Li and Wang, 2014;Guo et al, 2012;Omil et al, 2011;Edvinsson and Malone, 1997). Thus, Bedi (2019:328) supports the evidence that "the contextual nature of innovativeness-business performance relationship and reveal that firms operating in a dynamic environment are more likely to be beneficiated from the pursuit of innovativeness as compared to firms operating in a stable business environment".…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Complimentarily, Vicente et al (2018) suggests that the process of developing dynamic capabilities depends on how knowledge and information are manged and acquired by the high-tech industry.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Intangibles as innovative drivers for competitive businesses

Lopes

Ferreira

2021

IJBIR

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This paper aims to identify the impact of intangible resources as drivers of firms' performance and profitability, in the major technological firms in the world. Using information from the major technological firms for a four years economic period, a set of intellectual capital proxies were identified and regressed against the major performance and profitability indicators. The regression model embodies a set of knowledge-based resources intangible (e.g. goodwill, licenses and patents, software and R&D, and advertising expenses) and human capital proxies, aiming to identify potential disaggregated effects of intangibles those key performance indicators. Broadly, results suggest the existence of effective isolated effect for some variables, in particular for intangibles recognized in the financial reporting.Furthermore, this research also suggests that the capitalization of intangible resources can be associated with region and corresponding accounting standards used in the preparation of the financial reporting.

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