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This paper explores how the organizational capabilities of a firm enable business model evolution by examining the development of a new firm that provides mobile-phone-based information services for farmers in India. We argue that these organizational capabilities are part of the dynamic capabilities of the firm. We use a longitudinal and in-depth single case study to extend our understanding of the mechanism for business model evolution in new firms. The study shows three themes emerging from the data analysis of the case study by drawing on the literatures on systems thinking, dynamic capabilities and business model evolution. The three themes are balanced redundancy, requisite variety and cognitive discretion, which enable a firm to achieve congruence between the components of the business model in order to deliver the customer value proposition. We explain how these three themes form the micro-foundations of dynamic capabilities that enable a firm to evolve its business model. We contribute to the business model and dynamic capabilities literature by proposing a systems perspective on business models and their evolution.

Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus enabling the renewing of the entire business model. The methodology is a multiple case study analysis of four successful companies in different industries. We identified three main classes of capabilities for strategic agility and we explored which ones are valid and how they can be activated in a company's business model through an in-depth within-case and cross-case analysis. Results show that strategy innovation capabilities could be focused on motto and value offer, research and development and social responsibility building blocks; resource capitalisation capabilities on education and knowledge, management and human resource building blocks, and networking capabilities on branding and retail and network building blocks. From a literature point of view, we contributed to the ongoing debate about business model change and critical capabilities, by investigating the “black box” of business models. From the practical point of view, the linkage between capabilities and the building blocks of the business model is important in order to capitalise on resources and time, focusing on specific actions and specific areas of the business model.

This project aims to delineate recovery strategies for a Portuguese Bank, as a way to increase its preparedness towards unexpected disruptive events, thus avoiding an operational crisis escalation. For this purpose, Business Continuity material was studied, a risk assessment performed, a business impact analysis executed and new strategic framework for selecting strategies adopted. In the end, a set of recovery strategies were chosen that better represented the Bank’s appetite for risk, and recommendations given for future improvements. NSBE - UNL

International audience; Maintaining the alignment between the Business and IT is of high strategic relevance in today's enterprise roadmap. In this paper, we follow our previous assumption that this alignment will be better maintained if we are able to ensure a clear conceptual alignment between the Business Processes and the Software Architectures. As our aim is to provide an environment that would flawlessly support evolutions of the processes or of the architecture while maintaining this alignment, we build on the formal foundation that we have developed to ensure it and shows how it can be actually developed with current Model Driven Engineering technologies.

Resource‐based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms ofmanagement, production, marketing‐sales, information system, logisticsandexternal relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined. Bendrų strategijų ir verslo galimybių poveikio veiklos rezultatams derinimas Santrauka. Ištekliais pagrįstas požiūris ir pozicionavimo teorijos yra du pagrindiniai požiūriai, prieštaraujantys vienas kitam siekiant konkurencinio pranašumo ir aukščiausio verslo efektyvumo. Pagrindinis šio tyrimo objektas – minėtųjų teorijų suderinimas taikant tyrimo modelį, kuris grindžiamas prielaida, kad verslo strategija yra efektyvesnė, kai vykdoma atsižvelgiant į verslo galimybes. Tyrimui parengta anketinė apklausa. Apklausti 445 gamybos įmonių savininkai ir (arba) vadovai. Vertintos verslo galimybės pagal valdymą, gamybą, rinkodarą, pardavimą, informacinę sistemą, logistiką ir išorinius santykius. Sudėtinių veiksnių ir pagrindinių kintamųjų sudėtis, nustatyta remiantis literatūros apžvalga, patvirtinta taikant AMOS 16.0. Norint tai patvirtinti hipotezėmis, buvo analizuojami duomenys naudojantis SPSS 15.0. Galiausiai buvo tiriamas atskiras bei darnus verslo galimybių ir bendrų strategijų poveikis verslo efektyvumui. Reikšminiai žodžiai: ištekliais pagrįstas požiūris, verslo galimybės, konkurencingos strategijos, konkurencinis pranašumas, struktūrinių lygčių modeliavimas. First Published Online: 10 Feb 2011

A determinant success factor in transforming a traditional business environment into an innovative and lean enterprise architecture pattern is the role of the applied set of patterns that are based on services and building blocks. Such a business transformation process should be assisted with an efficient transformation and architecture framework that includes an enterprise patterns, services and building blocks assembling concept. Enterprise pattern based concepts can change the transformation project's outcomes and make the business transformation projects agile, maintainable and interoperable. The business transformation manager's (BTM) and enterprise architect's roles are crucial for the finalization of the very complex implementation phase of the business transformation project (BTP). During this phase the BTM's knowledge is determinant to design and implement the set of enterprise patterns, services, system's integration bus and building blocks. Enterprise patterns express a fundamental structural model for the transformed end-system. They provide a set of predefined composite patterns with their responsibilities and relationships. An enterprise pattern provides a scheme for unbundling the components of a monolithic system and defines the relationship between them; it also abstracts a general structure of related services that promote a general design for a specific BTP context1.