2017/07/23 by David J. Teece · 3,225 citations
Business, Management and Accounting · #Artifact-centric business process model #Business #Business Strategy and Innovation #Business model #Business process #Business process modeling #Computer science #Digital Platforms and Economics #Dynamic capabilities #Industrial organization #Innovation and Knowledge Management #Interdependence #Knowledge management #Marketing #Process management #Work (physics) #Work in process
paper · pdf · doi:10.1016/j.lrp.2017.06.007
published in Long Range Planning 51(1), 40-49 (Elsevier BV)
openalex publication_date 2017/07/23 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/06
Business models, dynamic capabilities, and strategy are interdependent. The strength of a firm's dynamic capabilities help shape its proficiency at business model design. Through its effect on organization design, a business model influences the firm's dynamic capabilities and places bounds on the feasibility of particular strategies. While these relationships are understood at a theoretical level, there is a need for future empirical work to flesh out the details. In particular, studies that provide a better understanding of business model innovation, implementation, and change will also shed light on important aspects of dynamic capabilities.