engleski

Influence of a Company’s Dynamic Capabilities on Innovation of its Operative Business Model

Two strategic concepts are deserving of the attention of modern management. In today’s business dynamics, even change is becoming variable. Dynamic capabilities, though widely considered in the scientific literature, are yet to be fully examined in company management. When adapted to the dynamic contemporary business environment, these capabilities can lead to the achievement of business goals. The second concept is business model innovation, as a particularly effective means that can enable and sustain a competitive edge. This too has been insufficiently studied and made more accessible to management. Each of these concepts can significantly contribute to creating new company values, while their mutual alignment and synergy effects can multiply this result. This paper presents a new multi-dimensional model of dynamic capabilities, described through five factors applicable to the demands of the modern business organization. The paper also presents a new multidimensional model of the capability for business model innovation, with a focus on innovation of the operative business model. An empirical study on a representative sample of companies was performed to test these models, and to confirm their relevancy with real business processes. The correlation results indicated a true and significant correlation between the possession of dynamic capabilities and the capability to innovate the operative business model. The presented models are tools that management can apply to adequately implement these concepts into their business practices. This enables companies to determine whether they possess the said organizational capabilities, and to what degree, and gives clear guidelines on how to apply them for business purposes.

dynamic capabilities, business model innovation, operative business model innovation, competitive advantage, business result

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