The modern financial industry includes fast-changing technology, new regulations, and markets where companies at times find themselves at disadvantage. This study focuses on how organizations can build competitive advantage, particularly by drawing on the open innovation concept. We conceptualize its relationship to competitive advantage as a strategy of using and developing dynamic capabilities in business ecosystems. This view is empirically analysed through qualitative data from four organizational actors in the financial technology (fintech) sector, using semi-structured interviews and a case study approach. The results of the study show that there is a so-called fintech business ecosystem where collaboration and openness generate new opportunities and new innovations. It also shows that the capabilities networking and scanning, investment processes and an open, agile organizational culture are essential to gain advantage of the opportunities in the business ecosystem. In building competitive advantage from open innovation process, these capabilities provide speed and are necessary to find external resources that can effectively be united with internal key resources, creating unique resource combinations. This indicates that companies should focus on activities that enable these capabilities.

Dynamic capabilities, a relatively new concept in strategic management, are subject to a variety of streams and points of view in the available literature, where the focus is still mainly on debating the general concepts, overall frameworks and classifications. The current consensus is that dynamic capabilities are highly context-based, depending on firm types, timeframes and a variety of other factors. However, what current research fails to adequately address are studies of individual cases of particular types of firms in their specific business environments, as well as how dynamic capabilities and their foundations are created and how they evolve in a specific, limited context. What these individual cases can contribute to the overall area of research are refined tools and frameworks for context-specific creation of dynamic capabilities, and thus their importance cannot be ignored. This study uses qualitative research to observe a case of a commercial higher-education institution in Sarajevo, Bosnia and Herzegovina, a developing market. The organization is highly IT-reliant, and one of the main characteristics of the institution is its flexibility and adaptability to change. In the recent couple or years, the institution switched several crucial partners, whose resources it uses for teaching. These factors make this organization interesting for investigation of dynamic capabilities in the particular context of constant change. The study uses mainly observation, but is supplemented by an interview and questionnaires. The researcher spent time working at the institution during a crucial timeframe of alliance-switching, and this experience fuels the observation. The results, including a developed model, present a good way to observe dynamic capabilities in a particular context, one based on activities and foundations that fuel dynamic capabilities in organizations.

The alignment between IS/IT and business is one of the ways to achieve a significant competitive advantage for any organization. It is more important nowadays since any organization can buy any technology in the open market, so technologies themselves don’t give a significant competitive advantage.  Although the concept of the alignment has two decades of the history, it still has a lot of controversial issues and knowledge gaps such as uncertain understanding of the essence of the concept, the complexity of practical implementation and not paying attention to the social dimension of the alignment, i.e. the importance of mutual understanding and collaboration of IT and business executives. The current research aims to investigate the concept of alignment and finds out how an organization can achieve and maintain the IS/IT alignment. Also, this study explores the importance of the social dimension in the alignment concept, clarifies the essence of the IS/IT alignment and investigates how some theoretical concepts can really work in practice. There are many evidences in information systems management literature which describe that strategic alignment is necessary for profit organizations but there are very few which mention that strategic alignment is also important in non-profit academic institutions. During our current research we investigate how this concept works in Linnaeus University and how important it is to achieve and maintain an alignment in any university. In order to achieve the goal of the current research, the relevant information systems management literature was reviewed from a new perspective – a resource-based theory and a unified framework was proposed as a base for the further practical investigation. This research is based on a qualitative approach. By using a qualitative approach, we won’t miss anything important and can determine the maximum number of respondents' opinions. The primary data was collected by conducting private semi-structured interviews. The respondents are employees of a big nonprofit organization with the implemented business strategy, IT department and several information systems in use – Linnaeus University. The data were presented and analyzed according to the research questions and presented framework. The current study demonstrates the concept more clearly and tries to reassess the structure of IS/IT alignment. This research provides «a fresh look» at the concept of IS/IT alignment.

Traditional concepts in economic theory state that the sole purpose of a company is to make as much money for its owners (or shareholders). This paper explores discussions and theories regarding alternatives to this model, and in doing so examines whether a business can simultaneously contribute to social and/or environmental issues in a meaningful way or benefit a wider group of interested parties beyond the traditional definition of owners. The paper discusses traditional neo-liberal economic views of the company as well as various topics relating to Corporate Social Responsibility, sustainability, development and stakeholder theory. It then develops a condensed theory that the authors abstract from the literature on this subject, drawing on the similarities in theories developed by a range of theorists and academics. Once the theoretical framework is presented, the results of a number of interviews, questionnaires and surveys are analysed in order to discuss the applicability of theories regarding a Triple Bottom Line to real business cases. Yin’s (2009) Case Study Method is used to collect and analyse evidence drawn from the corporate sector, academia and social entrepreneurs. The Swedish cases; Ericsson, Tetra Pak, Max Hamburgers and Mitt Liv are analysed. They are three very different companies but to a certain extent alike when looking from a “Triple Bottom Line” view. Tetra Pak and Max are both private owned enterprise that do not have to struggle with myopic quarterly earnings to please the stock market and can therefore work with a longer time horizon in mind. Mitt Liv, which is a social enterprise and not a profit maximizing enterprise, on the other hand, has social issues as their core value proposition. The authors conclude that despite considerable scepticism from academics, business people and development practitioners, particularly in Sweden perhaps due to relying too much on “the Nordic model”, more and more organisations, though, (small and large) are working in ways which generate profit while benefiting the environment as well as societies or communities where the business activity is conducted. / Marie Thulesius +46-70-6637222

All businesses no matter how benign or smart their operations are create some level of environmental harm. These impacts can be minimized or controlled by a adopting a well articulated firm-level green strategy. The need to green should not just be to address companywide environmental challenge but also a proactive strategy to stay on the right side of the regulation and for profitability. Many factors drive a company to pursue green initiatives but whatever it is that motivate an organization, it also possible that a company can enjoy a sustained competitive advantage through greening. This study examined the green strategies organizations can use to derive competitive advantage. A multiple case study approach based on intensive field survey was used. The field survey was carried out in 2010. A total of 268 respondents drawn from ten companies were selected for the purposes of the survey. These companies operate in different sectors of the economy: 3, from the oil/gas; 3, from the manufacturing; 2, from banking/insurance; 1, from hospitality/tourism and 1, from the telecom. A questionnaire survey (see Appendix A) containing thirty-six (38) questions was sent out to the companies. The data gathered through the questionnaires was analyzed using the statistical functions of Microsoft Excel. Result obtained confirmed that companies‘ activities cause environmental burden and their impacts can be responsibly controlled using firm-level green strategies. Companies can also derive other benefits from going green. Ultimately a company can achieve sustained green competitive advantage in the long run.

This diploma thesis is focused on the creation of strategy for small company and the increase of its competitiveness. The base of this thesis is the analysis of external and internal environment, where are the most important influences noticed and described. On the basis of the results the strategy is suggested. This strategy leads to strengthening of current company position and its next development.

Companies attempt to overcome their competitors by creating and sustaining competitive advantage. Innovation, understood as the introduction of a new good or service in the economic system by the producers, who educate consumers to look for new things that differ from those already on the market (SCHUMPETER, 1989) is configured as one of the most important means to achieve advantage over the rivals. Allied to this, the need for preservation of natural resources and the growing environmental appeal in recent years has motivated organizations to think green during the process and manufacture of its goods or services. Inserted in this scenario, the present study aimed to verify how the adoption of green innovation influences the achieving competitive advantage of companies in the electrical and electronic sectors Brazilian. Using a quantitative/descriptive model, the study adopted the conceptual model proposed by Chen, Lai and Wen (2006), which are presented two research hypotheses: (H1) green product innovation has a positive effect the pursuit of competitive advantage of organizations and (H2) green process innovation has a positive effect the pursuit of competitive advantage of organizations. Using a target population of the companies linked to the Brazilian Association of Electrical and Electronics Industry (ABINEE), the sample consisted of 113 organizations representing 20.62% of this population. Data collection occurred between the months of October to December 2011 and used a Likert-type questionnaire with five-point scale. The results showed that the level of adoption of green innovative practices, as well as the level of adoption of factors that lead to competitive advantage between the firms is high, because all the variables measured presented averages above the midpoint of the scale (3.00). Also it was verified by means Regression Analysis, that the relationship between green product innovation and achieving competitive advantage, and the relationship between green process innovation and achieving competitive advantage is considered significant, but at the moderate level, because the value of R2 was found 0.274, indicating that 27.4% of the variation of competitive advantage can be explained from the green innovation. Thus, it was found that both the green product innovation and green process innovation affect positively the pursuit of competitive advantage, and innovation process with greater intensity. / As empresas buscam superar suas concorrentes por meio da criação e sustentação de vantagens competitivas. A inovação, entendida como a introdução de um novo bem ou serviço no sistema econômico por meio dos produtores, que educam os consumidores a buscarem coisas novas que diferem daquelas já existentes no mercado (SCHUMPETER, 1989) configura-se como um dos mais importantes meios para alcançar vantagem frente às rivais. Aliado a isso, a necessidade de preservação dos recursos naturais e o apelo ambiental crescente dos últimos anos tem motivado as organizações a pensarem de maneira verde durante os processos e fabricação de seus bens ou serviços. Inserido nesse cenário, a presente pesquisa teve por objetivo verificar como a adoção de inovações verdes influencia na obtenção de vantagem competitiva das empresas dos setores elétrico e eletrônico brasileiro. De natureza quantitativa/descritiva, o estudo adotou o modelo conceitual proposto por Chen, Lai e Wen (2006), onde são apresentadas duas hipóteses de investigação: (H1) a inovação de produtos verdes afeta positivamente a busca por vantagem competitiva das organizações e (H2) a inovação de processos verdes afeta positivamente a busca por vantagem competitiva das organizações. Utilizando como população-alvo as empresas vinculadas à Associação Brasileira da Indústria Elétrica e Eletrônica (ABINEE), a amostra foi composta por 113 organizações que representaram 20,62% dessa população. A coleta de dados ocorreu entre os meses de Outubro a Dezembro de 2011, por meio de questionário do tipo Likert, com escala de cinco pontos. Os resultados apontaram que o nível de adoção de práticas inovativas verdes, bem como de fatores que conduzem à vantagem competitiva entre as empresas participantes é elevado, uma vez que todas as variáveis mensuradas apresentaram médias acima do ponto intermediário da escala (3,00). Também constatou-se, por meio da Análise de Regressão, que a relação entre a inovação de produtos verdes e a obtenção de vantagem competitiva, bem como a relação entre a inovação de processos verdes e a obtenção de vantagem competitiva é considerada significativa, mas ao nível moderado, já que o valor encontrado de R2 foi de 0,274, indicando que 27,4% da variação da vantagem competitiva podem ser explicados a partir da inovação verde. Assim, verificou-se que tanto a inovação de produtos verdes quanto a inovação de processos verdes afetam positivamente a busca por vantagem competitiva, sendo que as inovações de processos com maior intensidade.

Abstract The purpose of this study is to explore the role of dynamic capability in business model change in Internet-based business start-ups and Internet-based business enterprises. This study reviews the literature on business models, business model change, and dynamic capability, and defines business model change as a dynamic capability that is expected to lead to increased speed of business change and competitive advantages over the long term. This empirical study of business model change is accomplished by the case study method. The study is based on field data of four case companies regarding entrepreneurs’, business developers’, and business leaders’ behavior and actions while they are utilizing the business model concept for the purpose of business change. This study approaches business model change as a dynamic capability from three dynamic capability cluster perspectives. It explores how businesses can use the concept of business model for business decisions as well as how they can use the concept of business model to improve the speed of business change after new business opportunities or threats are found. The analysis identifies the process of business model change and factors that affect business model change, and the outcomes are results from three dynamic capability clusters that Internet-based companies are able to follow in a fast-changing business environment. This study develops a posteriori model proposing that a dynamically capable business model change consists of sensing, seizing, and transforming activities to obtain successful business and competitive advantages over the long term. A posteriori model of business model change as a dynamic capability creates a framework to support a quick business model change, especially in a fast-changing business environment. This study adds a dynamic capability viewpoint to the business model literature pertaining to business modeling and business model change. Regarding the managerial implications, this study shows how entrepreneurs and business owners can utilize the concept of business model in order to support a quick business change and possibly gain a competitive advantage in the long term. The study results indicate that internal and external factors for business model change are company-specific and those vary between the start-up and enterprise. And thus, a successful business model change can be achieved through analyzing and further developing these company-specific factors. These factors can be seen as a micro foundation of dynamic capability, and development of these factors can improve competitive advantage. / Tiivistelmä Tässä tutkimuksessa tarkastellaan nuoreen Internet liiketoimintaan pohjautuvaan kasvuyritykseen ja kypsiin Internet liiketoimintaan pohjautuviin yrityksiin tehtyjä liiketoimintamallimuutoksia dynaamisten kyvykkyyksien näkökulmasta. Tutkimuksen aihetta lähestytään nuoren kasvuyrityksen sekä kypsien yritysten kannalta ja työn teoreettinen viitekehys rakennetaan liiketoimintamallin, liiketoimintamallimuutoksen sekä dynaamisen kyvykkyyden tutkimusjulkaisujen kautta. Työssä liiketoimintamallimuutos määritellään dynaamiseksi kyvykkyydeksi joka kehittyy eri toimintojen avulla. Tämä dynaaminen kyvykkyys voi mahdollistaa nopeamman liiketoimintamuutoksen ja pitkällä aikavälillä se voi vaikuttaa myös kilpailuedun saavuttamiseen. Työn empiirisessä osassa liiketoimintamallimuutosta tutkitaan tapaustutkimusmenetelmällä neljässä yrityksessä. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Työssä dynaamista liiketoimintamallimuutosta lähestytään kolmen dynaamiselle kyvykkyydelle määritellyn klusterin kautta (havaitseminen, tarttuminen, sekä uhkien hallinta ja muuntautuminen). Nämä klusterit toimivat erityisesti silloin kun yritysten tulee tehdä nopeita liiketoimintapäätöksiä ja liiketoimintamuutoksia. Analyysissa tunnistetaan liiketoimintamallin muutosprosessi, sekä sisäiset ja ulkoiset tekijät joilla on vaikutusta liiketoimintamallimuutokseen. Lopputulokset ovat seuraus kolmesta dynaamisen ominaisuuden klusterista joita organisaatioiden tulisi huomioida nopeasti muuttuvassa ympäristössä. Tutkimuksessa kehitetään jälkikäteismalli jossa liiketoimintamallimuutos dynaamisena kyvykkyytenä synnytetään dynaamisen kyvykkyyden klustereissa esiintyvien toimenpiteiden kautta. Näiden toimenpiteiden avulla on mahdollista saavuttaa pitkällä aikavälillä menestystä ja mahdollisesti myös kilpailuetua. Jälkikäteismalli tukee dynaamista liiketoimintamallimuutosta nopeasti muuttuvassa liiketoimintaympäristössä. Työn teoreettinen kontribuutio on erityisesti dynaamisen kyvykkyyden näkökulma liiketoimintamallintamiseen ja liiketoimintamallimuutokseen. Työssä osoitetaan myös kuinka yrittäjät ja liiketoimintaomistajat voivat käytännössä hyödyntää liiketoimintamallikonseptia nopeasti tehtävään liiketoimintamuutokseen. Tutkimustulokset osoittavat, että sisäisillä ja ulkoisilla tekijöillä on vaikutusta liiketoimintamallimuutokseen. Nämä tekijät ovat yrityskohtaisia, ja nuoren kasvuyrityksen ja kypsien yritysten väliltä löytyy eroja. Sen vuoksi onnistunut liiketoimintamallimuutos voidaan tehdä näitä tekijöitä analysoimalla ja kehittämällä.

This master thesis focuses on the process of globalization and its consequences that allowed for the formation of multinational corporations. The current environment is characterized by the fast pace of changes that requires firms react flexibly, which demands new approaches to managing employees, creating more flexible organizational structures supporting creative people, and innovation because people and innovations are the key sources of competitive advantages. The goal of this thesis is to analyze changes at O2 after Spanish telecommunications firm Telefónica S.A. sold a majority stake to PPF in 2013. The changes associated with the switch in ownership can chiefly be seen in the firm's goals, its organizational structure, its policy toward employees, in customer satisfaction, and in its investments and share price.

The aim of this thesis is to elaborate the strategic analysis of the Plzeňský Prazdroj a.s. company, i.e. to analyse both the company environment and the inner resources and abilities, to reveal strengths and weaknesses of the company and even oportunities and threats. The aim is also to identify specific merits of the firm and finally to mention strategic recommendations with regard of elaborated analysis. The whole thesis is divided into two main parts: the theoretical part, where are described methods and procedures of the strategic analysis and the application part, where these methods are applied to the Plzeňský Prazdroj a.s. company.