Business models and dynamic capabilities
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TLDR
There is a need for future empirical work to flesh out the details of the relationships between business models, dynamic capabilities, and strategy, and studies that provide a better understanding of business model innovation, implementation, and change are needed.About:
This article is published in Long Range Planning.The article was published on 2017-07-01 and is currently open access. It has received 1038 citations till now. The article focuses on the topics: Business rule & Component business model.read more
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Tradition-driven business models at luxury companies: revealing value-creation and value-capture activities
TL;DR: In this article , the authors explore how luxury companies can use knowledge embedded in tradition to set up effective business models and highlight the components of a business model that uses tradition as its main distinctive resource.
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Strategic nets in tourism destinations: Investigating the learning processes underpinning dynamic management capabilities
TL;DR: In this article , the authors examine tourism destination management through a strategic net lens, where the Destination Management Organisation (DMO) is an intentionally developed strategic net involving a restrictive group of stakeholders, which coordinates and manages the value creating activities of actors in the destination.
Journal ArticleDOI
Disruptive business value models in the digital era
TL;DR: In this article , the authors examined the discontinuous shift in the scope and culture of business models by exploring interdisciplinary streams of literature and developed theoretical constructs relating to business model innovation in the services sector.
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Why history matters: Micro-and macro-foundations in a corporate de alio spinoff
TL;DR: In this article, the authors explore how incubation and attachment to a parent influences tacit and explicit transfer of resources and supports sensing and seizing in the early growth corporate de alio spinoff, promoting opportunities for transformation as the spinoff matures.
Book ChapterDOI
Lean Six Sigma as a Dynamic Capability in Banking Firms
Vijaya Sunder M,L.S. Ganesh +1 more
TL;DR: In this paper, the authors established Lean Six Sigma (LSS) as a dynamic capability (DC) using longitudinal case evidence using an iterative triangulation method to reflect its strategic value towards creating competitive advantage in quality, and evaluated LSS to be recognized as a DC.
References
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Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
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Dynamic capabilities and strategic management
TL;DR: The dynamic capabilities framework as mentioned in this paper analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change, and suggests that private wealth creation in regimes of rapid technology change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm.
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Dynamic capabilities, what are they?
TL;DR: Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm to help managers build using these dynamic capabilities.
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Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance
TL;DR: In this paper, the authors draw on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability.
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Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy
TL;DR: In this article, the authors explain why innovating firms often fail to obtain significant economic returns from an innovation, while customers, imitators and other industry participants be- nefit.