Transformação digital e as modificações que ocorrem nos modelos de negócios a luz das capacidades dinâmicas

• Ano de defesa: 2021
• Autor(a) principal: Baptista, José Ricardo
• Orientador(a): Albertin, Alberto Luiz
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Transformação digital; Modelos de negócios; Capacidades dinâmicas
• Palavras-chave em Inglês: Digital transformation; Business models
• Link de acesso: https://hdl.handle.net/10438/31178

Organizations have rethought their strategies for opening new operations in order to increase or even recover the value of the business, and for that they are considering new business models in this era of digital transformation. This work sought to identify which changes occur in business models, through dynamic capabilities, in companies undergoing a digital transformation process. After a literature review on business models, digital transformation and dynamic capabilities, a theoretical model was developed and some propositions based on the literature were suggested to analyze the phenomenon and after the study of multiple cases. Data were collected through 14 interviews with executives and managers from two traditional business schools in the state of São Paulo. The choice of respondents was due to the involvement of professionals in the process of digital transformation and change in the business model. The research used coding techniques as a data analysis strategy, aiming to find patterns in the collected data. NVIVO 11 was used as a qualitative data processing software. The results reveal a strong convergence of the digital transformation environment construct with the business model construct, which suggests the proposition of an integrated model with defined category, subcategories and component elements. Based on the articulation of these two concepts and on the vision of different authors, a definition was created that represents these constructs: “Digital transformation environment is about transforming business models through, tecnologic innovation, organizational skills and capabilities, processes and routines that support innovation and creation of new products and services, aiming to create value and capture value”. The study also presents a model of categories/subcategories and component elements that explain the environment of digital transformation. As a managerial contribution, the study provides a structured “check-list” with a list of elements that can be observed by companies that are undergoing or intend to undergo a business model transformation in the context of digital transformation. The study also provided the elements that best explain each construct. Regarding the business model construct, the elements are: Resource, Processes and Routines, Organizational Strategy, Value Proposition, Customers and Consumers. Digital Transformation Environment: Emerging Technologies, Processes and Activities, Workforce Skills and Competencies, Strategy, Data, Organizational, Value, Design and Business Model Change, Customer. Dynamic Capabilities: Organizational Skills and Capabilities, Processes and Routines. Finally, the study provided a set of elements that drove the development of dynamic capabilities and that are associated with the environment of digital transformation and business model reconfiguration.