The impact of business model on dynamic capabilities

Abstract

This article reflects on the advances in the conceptualization of the role of knowledge, technological innovation, and business models in organizations. These advances modified the narrow framework of the optimal equilibrium microeconomy through more realistic alternative approaches to competitive business development. Specifically, the emergence of large-scale innovative business models, through networks supported by powerful technologies, has allowed new conceptualizations to be tested outside the optimizing neoclassical framework. Thus, this article answers the question of whether the business model impacts dynamic capabilities. Although theoretically it is posited that this is a relationship of reciprocity, in the literature the relationship in the proposed direction is little-explored. This article, therefore, details how the perception of the innovative business model drives the reconfiguration of dynamic capabilities to create new value, expand the market, and absorb knowledge and integrate it into said capabilities. The discussion carried out in this article concludes that the business model influences dynamic capacities, since it allows identifying the types of customers, connecting the user with the company, configuring the supply chain that creates added value and monetizing it.