Business Models and Competitive Advantage: A Dynamic Approach
Autor(a) principal: | |
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Data de Publicação: | 2019 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Revista Ibero Americana de Estratégia - RIAE |
Texto Completo: | https://periodicos.uninove.br/riae/article/view/14126 |
Resumo: | Objective: Demonstrate how the Canvas business model can become dynamic from a conceptual perspective. Methodology/approach: This study is qualitative, descriptive and exploratory, with a theoretical approach, based on the foremost theorists. Originality /Relevance: This study presupposes the importance of strengthening the business model literature on the competitive dynamic perspective. It defines the assumptions of a DMB and differentiates it from a static model. That enables the evaluation of the factors that cause a BMC to become static and thus not equipped to allow a business logic that creates value and generates a competitive advantage. Main results: At the end of the present essay, it is possible to understand, from a theoretical perspective, how the DBM contributes to value creation and the generation of sustainable advantage in high-change environments. Theoretical/methodological contributions: The present study has identified three conceptual assumptions that constitute the DBM. First, there is the design of the business models – interdependence and connection between their constitutive elements. Second, the business models linked to dynamic capabilities. Finally, the search for the capture of value and generation of sustainable competitive advantages by the companies. By those assumptions, it was possible to introduce a conceptual model for DBM and BMC evaluation from the perspective of a dynamic model. |
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Business Models and Competitive Advantage: A Dynamic ApproachModelos de negocio y ventaja competitiva: um enfoque dinámicoModelos de negócio e vantagem competitiva: uma abordagem dinâmicaStrategy; Business modelBusiness Models; Competitive Advantage; Canvas; Dynamic ApproachModelos de Negocio; Ventaja Competitiva; Canvas; Enfoque DinámicoModelos de negócio; Vantagem Competitiva; Canvas; Abordagem DinâmicaObjective: Demonstrate how the Canvas business model can become dynamic from a conceptual perspective. Methodology/approach: This study is qualitative, descriptive and exploratory, with a theoretical approach, based on the foremost theorists. Originality /Relevance: This study presupposes the importance of strengthening the business model literature on the competitive dynamic perspective. It defines the assumptions of a DMB and differentiates it from a static model. That enables the evaluation of the factors that cause a BMC to become static and thus not equipped to allow a business logic that creates value and generates a competitive advantage. Main results: At the end of the present essay, it is possible to understand, from a theoretical perspective, how the DBM contributes to value creation and the generation of sustainable advantage in high-change environments. Theoretical/methodological contributions: The present study has identified three conceptual assumptions that constitute the DBM. First, there is the design of the business models – interdependence and connection between their constitutive elements. Second, the business models linked to dynamic capabilities. Finally, the search for the capture of value and generation of sustainable competitive advantages by the companies. By those assumptions, it was possible to introduce a conceptual model for DBM and BMC evaluation from the perspective of a dynamic model.Objetivo: Demostrar cómo el modelo de negocio Canvas puede convertirse en dinámico desde una perspectiva conceptual. Metodología / enfoque: El presente estudio es de naturaleza cualitativa, descriptiva y exploratoria, con enfoque teórico, basada en los principales teóricos. Originalidad / Relevancia: Este estudio presupone el fortalecimiento de la literatura de modelo de negocio en la perspectiva de la competitividad dinámica. Se define el modelo de negocio dinámico y lo diferencia de un modelo estático. Esto permite evaluar los factores que hacen que un modelo de negocio se vuelva estático y, por lo tanto, no esté preparado para una lógica de negocios que crea valor y genere una ventaja competitiva. Principales resultados: Al final del ensayo, fue posible entender, desde una perspectiva teórica, que el Modelo de Negocio Dinámico contribuye a la creación de valor y la generación de ventaja sostenible en ambientes de alto cambio. Contribuciones teórico-metodológicas: El presente estudio identificó tres supuestos conceptuales que constituyen el modelo de negocio dinámico. Primero, el diseño de los modelos de negocios - interdependencia y conexión entre sus elementos constitutivos. En segundo lugar, los modelos de negocio vinculados a las capacidades dinámicas. Y por último, la búsqueda por la captura de valor y la generación de ventajas competitivas sostenibles por las empresas. A partir de estas conclusiones, fue posible evaluar el modelo de negocio Canvas en la perspectiva de un modelo dinámico. Palabras clave: Modelos de Negocio; Ventaja Competitiva; Canvas; Enfoque DinámicoObjetivo: Demonstrar como o modelo de negócio Canvas pode se tornar dinâmico a partir de uma perspectiva conceitual. Metodologia / abordagem: Este estudo é de natureza qualitativa, descritiva e exploratória, com abordagem teórica, baseada nos principais teóricos. Originalidade / Relevância: Este estudo pressupõe o fortalecimento da literatura de modelo de negócio na perspectiva da competitividade dinâmica. Ele define modelo de negócio dinâmico e o diferencia de um modelo estático. Isso permite avaliar os fatores que fazem com que um modelo de negócio se torne estático e, portanto, não esteja preparado para uma lógica de negócios que crie valor e gere vantagem competitiva. Principais resultados: No final do ensaio, foi possível entender, a partir de uma perspectiva teórica, que o Modelo de Negócio Dinâmico contribui para a criação de valor e a geração de vantagem sustentável em ambientes de alta mudança. Contribuições teórico-metodológicas: Este estudo identificou três pressupostos conceituais que constituem o modelo de negócio dinâmico. Primeiro, o desenho dos modelos de negócios - interdependência e conexão entre seus elementos constitutivos. Em segundo lugar, os modelos de negócios ligados a capacidades dinâmicas. E por fim, a busca pela captura de valor e geração de vantagens competitivas sustentáveis pelas empresas. A partir dessas conclusões, foi possível avaliar o modelo de negócio Canvas na perspectiva de um modelo dinâmico.Palavras-chave: Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem DinâmicaUniversidade Nove de Julho - UNINOVE2019-01-03info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.uninove.br/riae/article/view/1412610.5585/ijsm.v18i1.2698Revista Ibero-Americana de Estratégia; Vol 18, No 1 (2019): January/March; 90-105Revista Ibero-Americana de Estratégia; Vol 18, No 1 (2019): January/March; 90-1052176-0756reponame:Revista Ibero Americana de Estratégia - RIAEinstname:Revista Ibero-Americana de Estratégia (RIAE)instacron:RIEOEIenghttps://periodicos.uninove.br/riae/article/view/14126/6854Copyright (c) 2019 Iberoamerican Journal of Strategic Managementhttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccessLopes, Soraya Cardoso PongelupeLopes, Humberto Elias GarciaColeta, Karina GarciaRodrigues, Vivian Cândido2020-05-19T14:59:16Zoai:https://periodicos.uninove.br:article/14126Revistahttps://periodicos.uninove.br/riaePRIhttps://periodicos.uninove.br/riae/oai||bennycosta@yahoo.com.br2176-07562176-0756opendoar:2020-05-19T14:59:16Revista Ibero Americana de Estratégia - RIAE - Revista Ibero-Americana de Estratégia (RIAE)false |
dc.title.none.fl_str_mv |
Business Models and Competitive Advantage: A Dynamic Approach Modelos de negocio y ventaja competitiva: um enfoque dinámico Modelos de negócio e vantagem competitiva: uma abordagem dinâmica |
title |
Business Models and Competitive Advantage: A Dynamic Approach |
spellingShingle |
Business Models and Competitive Advantage: A Dynamic Approach Lopes, Soraya Cardoso Pongelupe Strategy; Business model Business Models; Competitive Advantage; Canvas; Dynamic Approach Modelos de Negocio; Ventaja Competitiva; Canvas; Enfoque Dinámico Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem Dinâmica |
title_short |
Business Models and Competitive Advantage: A Dynamic Approach |
title_full |
Business Models and Competitive Advantage: A Dynamic Approach |
title_fullStr |
Business Models and Competitive Advantage: A Dynamic Approach |
title_full_unstemmed |
Business Models and Competitive Advantage: A Dynamic Approach |
title_sort |
Business Models and Competitive Advantage: A Dynamic Approach |
author |
Lopes, Soraya Cardoso Pongelupe |
author_facet |
Lopes, Soraya Cardoso Pongelupe Lopes, Humberto Elias Garcia Coleta, Karina Garcia Rodrigues, Vivian Cândido |
author_role |
author |
author2 |
Lopes, Humberto Elias Garcia Coleta, Karina Garcia Rodrigues, Vivian Cândido |
author2_role |
author author author |
dc.contributor.author.fl_str_mv |
Lopes, Soraya Cardoso Pongelupe Lopes, Humberto Elias Garcia Coleta, Karina Garcia Rodrigues, Vivian Cândido |
dc.subject.por.fl_str_mv |
Strategy; Business model Business Models; Competitive Advantage; Canvas; Dynamic Approach Modelos de Negocio; Ventaja Competitiva; Canvas; Enfoque Dinámico Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem Dinâmica |
topic |
Strategy; Business model Business Models; Competitive Advantage; Canvas; Dynamic Approach Modelos de Negocio; Ventaja Competitiva; Canvas; Enfoque Dinámico Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem Dinâmica |
description |
Objective: Demonstrate how the Canvas business model can become dynamic from a conceptual perspective. Methodology/approach: This study is qualitative, descriptive and exploratory, with a theoretical approach, based on the foremost theorists. Originality /Relevance: This study presupposes the importance of strengthening the business model literature on the competitive dynamic perspective. It defines the assumptions of a DMB and differentiates it from a static model. That enables the evaluation of the factors that cause a BMC to become static and thus not equipped to allow a business logic that creates value and generates a competitive advantage. Main results: At the end of the present essay, it is possible to understand, from a theoretical perspective, how the DBM contributes to value creation and the generation of sustainable advantage in high-change environments. Theoretical/methodological contributions: The present study has identified three conceptual assumptions that constitute the DBM. First, there is the design of the business models – interdependence and connection between their constitutive elements. Second, the business models linked to dynamic capabilities. Finally, the search for the capture of value and generation of sustainable competitive advantages by the companies. By those assumptions, it was possible to introduce a conceptual model for DBM and BMC evaluation from the perspective of a dynamic model. |
publishDate |
2019 |
dc.date.none.fl_str_mv |
2019-01-03 |
dc.type.none.fl_str_mv |
|
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://periodicos.uninove.br/riae/article/view/14126 10.5585/ijsm.v18i1.2698 |
url |
https://periodicos.uninove.br/riae/article/view/14126 |
identifier_str_mv |
10.5585/ijsm.v18i1.2698 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://periodicos.uninove.br/riae/article/view/14126/6854 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2019 Iberoamerican Journal of Strategic Management https://creativecommons.org/licenses/by-nc-sa/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2019 Iberoamerican Journal of Strategic Management https://creativecommons.org/licenses/by-nc-sa/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Nove de Julho - UNINOVE |
publisher.none.fl_str_mv |
Universidade Nove de Julho - UNINOVE |
dc.source.none.fl_str_mv |
Revista Ibero-Americana de Estratégia; Vol 18, No 1 (2019): January/March; 90-105 Revista Ibero-Americana de Estratégia; Vol 18, No 1 (2019): January/March; 90-105 2176-0756 reponame:Revista Ibero Americana de Estratégia - RIAE instname:Revista Ibero-Americana de Estratégia (RIAE) instacron:RIEOEI |
instname_str |
Revista Ibero-Americana de Estratégia (RIAE) |
instacron_str |
RIEOEI |
institution |
RIEOEI |
reponame_str |
Revista Ibero Americana de Estratégia - RIAE |
collection |
Revista Ibero Americana de Estratégia - RIAE |
repository.name.fl_str_mv |
Revista Ibero Americana de Estratégia - RIAE - Revista Ibero-Americana de Estratégia (RIAE) |
repository.mail.fl_str_mv |
||bennycosta@yahoo.com.br |
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