Abstract:
"The study aimed to determine how Dynamic Capabilities inform Business Model Innovation and through which mechanisms Business Model Innovation embeds Dynamic Capabilities within the organisation or individual. The findings did not materially deviate from the literature under review. Consequently, the findings indicate that Dynamic Capabilities result in Business Model Innovation. The information guiding the decision to adapt the business model originates from industry actors such as suppliers, regulators and customers. The Business Model Innovation was mostly operational and efficiency-driven, with changes observed across the value creation, delivery and capture mechanisms. Architectural changes among the elements were observed but guided only by the regulatory environment. As a result, more robust Dynamic Capabilities did not affect the novelty of Business Model Innovation. The interdependence through a mechanism such as organisational design did not emanate from the data. The research made a modest contribution by adding a model for Business Model Innovation incorporating Dynamic Capabilities in knowledge-based services industries. One, by leveraging industry actor relationships. Two, by using the learning and knowledge gained from the industry
actors and internal learnings to modify the business model and, finally, by embedding the learning and knowledge gained from business models and industry actors within the organisational design."
