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Dynamic Business Model: Capture of value and generation of sustainable competitive advantage
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Author(s): Soraya Cardoso Pongelupe Lopes (Pontifícia Universidade Católica de Minas Gerais, Brazil), Humberto Elias Garcia Lopes (Pontifícia Universidade Católica de Minas Gerais, Brazil), Karina Garcia Coleta (Pontifícia Universidade Católica de Minas Gerais, Brazil & Fundação Dom Cabral, Brazil)and Vívian Cândido Rodrigues (Pontifícia Universidade Católica de Minas Gerais, Brazil)
Copyright: 2019
Pages: 18
Source title:
Handbook of Research on Business Models in Modern Competitive Scenarios
Source Author(s)/Editor(s): George Leal Jamil (Informações em Rede e Consultoria Ltda., Brazil), Liliane Carvalho Jamil (Independent Researcher, Brazil), Cláudio Roberto Magalhães Pessoa (FUMEC University, Brazil)and Werner Silveira (Philharmonic Orchestra of Minas Gerais, Brazil)
DOI: 10.4018/978-1-5225-7265-7.ch006
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Abstract
The goal of this chapter is to demonstrate theoretically that a Business Model Canvas (BMC) might become dynamic to capture value and generate a sustainable competitive advantage. This chapter defines the differences between and definitions of static and dynamic business models. Furthermore, it develops the Dynamic Business Model (DBM) for the assessment of the BMC from a dynamic perspective. This chapter argues that business models are static when they are tools that merely describe the business logic of firms. However, when associated with the dynamic capacity perspective, those business models interact with the business ecosystem, allowing firms to capture value and sustainable competitive advantage.
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