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Abstract
Unlike the past, currently, thinking about
innovation refers to a reflection of value cocreation
through strategic alliances, customer
approach and adoption of different business
models. Thus, this study analyzed and described
the innovation process of company DSM,
connecting it to concepts of organizational
development strategies and the theory of business
model. This is a basic interpretive qualitative
research, developed by means of a single case study
conducted through interviews and documentary
analysis. This study enabled us to categorize the
company business model as an open, unbundled
and innovative model, which makes innovation a
dependent variable of this internal configuration
of value creation and value capture. As a theoretical
contribution, we highlight the convergence and
complementarity of the “Business Model Canvas”
tool and “Innovation Funnel,” used here, to
analyze the empirical case.
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