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
Citations
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The Value-Generating Capabilities of Controllership
TL;DR: In this paper , the authors propose controllership as a capability that generates value for organizations, based on the study of the evolution of its organizational functions, bringing them together in the form of capabilities and presenting the impact on organizational performance.
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Role of opportunity creation between reconfiguration and innovation: Insights from emerging market international new ventures
TL;DR: In this article , the authors empirically examine the interplay between reconfiguration capability, opportunity creation, innovation, and international performance in the emerging market international new ventures (INVs) context.
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Profesionalización de empresas familiares: caso empresa familiar mediana de plásticos y hules en michoacán
TL;DR: In this paper, the authors compare the roles of tomador de decisiones, propietario, and miembro of a family to determinar diferencias in the gestion of relaciones personales and negocios.
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The effects of market orientation and market knowledge search on business model innovation: evidence for two distinct pathways
Jiangfeng Ye,Yanan Feng +1 more
TL;DR: Wang et al. as discussed by the authors investigated how proactive market orientation (MO) and responsive MO motivate firms to conduct business model innovation (BMI) through the breadth of market knowledge search (BMKS) and the depth of market search (DMKS).
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Developing organizational resilience from business process management maturity
Larissa Alves Sincorá,Marcos Paulo Valadares de Oliveira,Hélio Zanquetto-Filho,Murilo Zamboni Alvarenga +3 more
TL;DR: In this article , the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm to explore the relationship between maturity in the management of business processes and organizational resilience.
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.