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This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models.

The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports.

An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model.

The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted.

SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes.

This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.

The study aimed to analyze the association between dynamic capabilities and sustainable business model innovation of startups in the Brazilian logistics sector.

A qualitative approach was used through a multiple case study that was operated from semi-structured interviews and secondary data analysis.

The evidence found pointed to different types of innovations in sustainable business models and distinct activities inherent to the three dynamic capabilities surveyed. In addition, the results confirmed that dynamic capabilities can be considered internal drivers that stimulate sustainable business model innovation, since the conception until the change or dissemination.

The diffusion of a model that jointly addresses the theory of dynamic capabilities and sustainable business model innovation.

For managers, the study provides insights into the archetypes of sustainable business model innovation and guidance on how to incorporate into the organization's strategic activities aimed at the different dynamic capabilities to achieve sustainable innovation.

Sustainable business model innovation is seen as a key factor for competitive advantage and corporate sustainability. However, a more comprehensive understanding is necessary for those that promote the design and innovation of sustainable business models. Therefore, the paper addresses this gap by (1) systematizing sustainable logistics initiatives, (2) detailing the processes that support the development of startups' sustainable dynamic capabilities and (3) proposing a framework that establishes connections between capabilities, business model innovation processes, business model archetypes and the environmental, social and economic impacts.

The purpose of this paper is to examine the underlying mediating mechanism and contextual conditions in the relationship between dynamic capabilities and novelty-centered business model design (NCBMD).

Using data from 146 firms in China and the process conditional modeling, the authors acquire evidence supporting the hypothesized moderated mediation.

The authors find that interfunctional coordination plays a crucial mediator role in the relationship between dynamic capabilities and NCBMD. Environmental dynamism positively moderates the mediating effect of interfunctional coordination on the relationship of dynamic capabilities and NCBMD.

First, the research setting focuses on a specific intermediary mechanism of dynamic capabilities on NCBMD. Second, dynamic capabilities are considered as an integrative construct in the study. Future research could further examine the effect mechanism of dynamic capabilities' sub-dimensions, which might provide more theoretical findings. Third, the impact of public policies, an important source of environmental dynamism, on NCBMD needs a fine-grained analysis. Fourth, the sample data restricts the popularity of the conclusion.

First, firms should be aware of the irreplaceable role of dynamic capabilities in the process of designing a novel business model. Second, firms promoting the design of business models should pay more attention to interfunctional coordination. Third, the significant moderating mediation effect reveals that the importance of interfunctional coordination for the relationship between dynamic capabilities and NCBMD under a highly dynamic environment.

First, the authors reveal how a firm's dynamic capabilities can promote NCBMD. By focusing on the influence of dynamic capabilities on NCBMD, the authors elucidate the source of value creation from the perspective of organizational capability. Second, the analysis of mediating effect delineates the bridging mechanism of dynamic capabilities and NCBMD. These findings emphasize the important role of interfunctional coordination in designing a novel business model. Third, given the context of this research, the results present implications for the role of a dynamic environment. For the methodology of theoretical research, the different findings indicate that scholars could further refine the manipulation of moderators, which contributes to elucidate new conclusions ignored in the past studies. Accordingly, this research extends both theoretical research and methodology.

This research studies the development of the evolving dynamic system model and explores the important elements or factors and what detailed attributes are the main influences model in achieving the success of a business, industry and management. It also identifies the real and major differences between static and dynamic business management models and the detailed factors that influence them. Later, this research investigates the benefits/advantages and limitations/disadvantages of some research studies. The studies conducted in this research put more emphasis on the capabilities of system dynamics (SD) in modeling and the ability to measure, analyse and capture problems in business, industry, manufacturing etc.

The research presented in this work is a qualitative research based on a literature review. Publicly available research publications and reports have been used to create a research foundation, identify the research gaps and develop new analyses from the comparative studies. As the literature review progressed, the scope of the literature search was further narrowed down to the development of SD models. Often, references to certain selected literature have been examined to find other relevant literature. To do so, a supporting tool (that connects related articles) provided by Google Scholar, Scopus, and particular journals has been used.

The dynamic business and management model is very different from the static business model in complexity, formality, flexibility, capturing, relationships, advantages, innovation model, new goals, updated information, perspective and problem-solving abilities. The initial approach of a static system was applied in the canvas business model, but further developments can be continued with a dynamic system approach.

Based on this study, which shows that businesses are developing more towards digitalisation, wanting the ability to keep up with the era that is moving so fast and the desire to increase profits, an instrument is needed that can help describe the difficulties of the needs and developments of the future world. This instrument, or tool of SD, is also expected to assist in drawing future models and in building a business with complex variables that can be predicted from the beginning.

This study will contribute to the SD study for many business incubator research studies. Many practical in business incubator management to have a benefit how to achieve the business performance management (BPM) in SD review.

The significant differences between static and dynamics to be used for business research and strategic performance management. This comparative study analyses some SD models from many authors worldwide. Their goals behind their strategic business models and encounter for their respective progress.

Within the context of an open innovation business environment, the frequent interaction and coordination activities among heterogeneous partners have a significant impact on enterprises' business model. Nevertheless, fewer empirical research has been made to explore how to match external partners and update organizational dynamic capabilities at an ecosystem level. Therefore, this paper attempts not only to investigate the direct impact of partner match on different business model innovation (BMI) themes (efficiency-centered BMI and novelty-centered BMI) but only to shed light on the pivotal mediating role of interfirm dynamic capabilities.

This paper utilized the methodology of Partial Least Squares Structural Equation Modeling (PLS-SEM) to investigate the impact of diverse partner selection criteria and interfirm dynamic capabilities on two distinctive themes of BMI. More than 20 industry clusters with multiple industries were selected as representatives of the creative ecosystem, predominantly from the Yangtze River Delta region. Valid data were collected from 254 managers by both online questionnaires and offline interviews.

The findings of the study show that different partner match criteria have distinct direct impacts on BMI themes. Partner complementary and partner synergy, deriving from the “task-related criteria”, are significantly correlated with both EBMI and NBMI. Conversely, partner compatibility, deriving from “Partnering-related Criteria”, shows a positive correlation with EBMI but not NBMI. Furthermore, compare the indirect effect on EBMI, the paper’ results demonstrate interfirm dynamic capabilities as mediator can more maximize external benefits to promote NBMI.

The study findings effectively help enterprises implement different BMI themes. From a management perspective, whether pursuing EBMI or NBMI, enterprises should consciously seek partners who can provide complementary support or share mutual goals across diverse industries. This strategic approach can significantly enhance the opportunities for sustainable and innovative business development. Furthermore, to successfully accomplish NBMI, enterprises must cultivate interfirm dynamic capabilities encompassing a comprehensive range of cross-organizational innovation capacities, such as bolstering organizational learning capability, establishing interactive network platforms to enhance coordination capabilities and engaging in integrative activities to foster a collective mindset.

This paper contributes to the match theory by introducing three critical matching criteria, enabling enterprises to discern partners based on diverse organizational characteristics. Additionally, this paper broadens the scope of the dynamic capability literature by adopting a network perspective to strengthen interaction and relationship mechanisms. The authors primarily elucidate the concept of interfirm dynamic capabilities as a formative higher-order model formed by three sub-capabilities (absorptive capacity, coordination capability and collective mind). Finally, this paper combines matching theory with dynamic capacity theory to the field of BMI, which adds depth and complexity to the existing ecosystem innovation research.

Considering the significant necessity of organization's conformity with environmental changes and also the importance of predicting the result of managerial decisions, this research has been accomplished with the purpose of designing a dynamic business model. In today's ever changing business environment, the simulation of different decision making scenarios is obligatory for managers in order to create the possibility of studying the effects of decision results on business model (BM) components, interrelation of component and total benefits in an organization. Therefore, the purpose of this paper is to take advantage of the dynamic system approach as an operational, quantitative and flexible approach for business model simulation.

Based on this purpose, related literature was thoroughly reviewed and proportionate with the level of study and research approach, Business Model Ontology (BMO) was chosen. The model designed using the system dynamics approach and its structure was evaluated via expert judgment. In the next step, some scenarios were developed and executed to confirm the behavior of the model and also to evaluate the importance of applying the dynamic approach in business model simulation.

These results show that decision making for a BM change leads to complexities and dynamic behavior of business components and also other actor reactions which are usually nonlinear and complex. In this regard this paper suggests dynamic simulation utilization to predict and analyze the results.

The system dynamic approach has precedents in business studies; however, this research makes this approach operational in BM design and analysis.

How to respond to social and environmental concerns while pursuing economic goals remained a dilemma for today’s businesses. Besides, the digital revolution has profoundly changed people's lifestyles, turning out the challenge of how to present products and services to the new generations of consumers through emerging digital channels. To overcome these challenges, a business needs to rely on its internal capabilities but must make them dynamic and modify them, when necessary, in response to or anticipation of external changes. This study aims to propose a model for business model innovation (BMI) with the goal of pursuing sustainability and adapting to the changes of the digital age pursuing dynamic capabilities principles.

This study followed a mixed-method design, using meta-synthesis in its first phase (qualitative) and interpretive structural modelling in its second phase (quantitative).

The proposed model consists of four layers including approach, aspect, dimension and component. Based on quantitative results, the 16 dimensions were categorised in four main levels of “sustainable computing”, “sustainable execution”, “sustainable engagement” and “sustainable results”. Considering sustainability and digital transformation as main change drivers for contemporary businesses, this paper proposes a novel framework in the field of BMI.

The results of this study suggest that BMI requires not only proper business design based on social and environmental sustainability and digital transformation requirements but also attention to a new component called sustainable engagement, which represents the need for engaging with social and environmental issues in addition to customers.

This paper presents M-PoP, a method to model large, complex, and dynamic business processes. These processes have sometimes resulted from alliances of organizations (i.e. joint ventures and mergers and acquisitions) and are referred to as Processes-of-Business Processes (PoP). Due to the difficulty of modeling these dynamic processes, alliances of organizations have often lost opportunities, competitiveness, and profitability, so requiring suitable modeling methods.

The authors proposed M-PoP that can model PoP through three views in different abstraction levels and using well-known techniques in industry and academia, mainly those from Business Process Model and Notation (BPMN). For this, M-PoP presents three main steps: identification of PoP elements, modeling of PoP, and verification of PoP models. To evaluate M-PoP, we applied it in a real-world business process in the health domain.

The evaluation results point out the capability and viability of M-PoP to deal with dynamic business processes.

M-PoP still needs to be applied in various real-world scenarios to gather evidence of its productivity, efficiency, and scalability.

This novel method could change the way organizations model their business processes and, as a consequence, it could leverage strategic business opportunities.

M-PoP is the first method that makes it possible to model large and complex business processes and, most importantly, dynamic processes.

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise’s organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises.

Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure’s dual attributes and business model innovation.

The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises.

This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms’ dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation.

This paper investigates the potential of dynamic process modelling as an approach for addressing the problem of information systems (ISs) evaluation in the context of organisational change.

A real‐life case study is discussed, showing how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.

Based on the case findings, we postulate that the design and implementation of organisational systems could be augmented by the development of dynamic process models depicting business operations before and after the introduction of an IS, and the subsequent experimentation with such models to achieve maximum fit between organisational needs and system capabilities.

The study findings imply that dynamic process modelling may be of help in the endeavour of developing ISs that are aligned with the overall business strategy and objectives.

Shows how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.