INNOVATION IN THE BUSINESS MODEL FROM THE PERSPECTIVE OF DYNAMIC CAPABILITIES: BEMATECH’S CASE

• Autor(a) principal: VODOVOZ,ELIC
• Data de Publicação: 2017
• Outros Autores: MAY,MÁRCIA RAMOS
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: RAM. Revista de Administração Mackenzie
• Texto Completo: http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1678-69712017000600071
• topic: Business model; Dynamic capabilities; Value creation; Value capture; Routines

ABSTRACT Purpose: The literature on business models deals with creation and capture of the value obtained through innovation as elements necessary for the continuity of the companies. The concepts inherent in business models demonstrate the operation logics s for the creation of value. To verify how the value creation process occurs, a case study has been carried out based on the change in the business model of Bematech S.A, a Brazilian company from Information Technology (IT) service area. Originality/Value: The theory about business models and dynamic capabilities indicates some connections between these concepts, but this connection lacks practical observation, so the purpose of this article is to understand how innovation occurred in the business model and search, which routines were essential for the value creation in the company ​​Bematech. The phenomenon was observed from the perspective of dynamic capacities. Design/methodology/approach: Based on the reviewed literature, it was decided to conduct in-depth interviews with employees from the strategic planning and IT areas. A graphical representation of the business model was used to capture its structure, the business model canvas. Findings: The results of this study show how dynamic capability and business model connections occur and demonstrate which high-level routines enabled innovations in the Bematech’s business model for value creation and value capture. The study also shows the boundary between dynamic capabilities and the business model.