BUSINESS MODELS AND COMPETITIVE ADVANTAGE: A DYNAMIC APPROACH

Soraya Cardoso Pongelupe Lopes, Humberto Elias Garcia Lopes, Karina Garcia Coleta, Vivian Cândido Rodrigues

Abstract


The goal of this paper is to demonstrate theoretically that the Business Model Canvas (BMC) might become dynamic to capture value and generate sustainable competitive advantage.  This paper 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 paper 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. Finally, the design of business models guarantees the dynamicity between their constitutive elements, promoting interrelation and interdependence between them. They must also be able to be converted into parameters and metrics for management, evaluation, alteration, and innovation.


Keywords


Sustainable Advantage; Value creation; Dynamic Business Model; Canvas.

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