Purpose The purpose of this paper is to analyze the the relationship between dynamic capabilities (DCs) and digital transformation (DT) in business models (BMs) to answer the following research question: “How do dynamic capabilities relate to the digital transformation of organizations’ business models?” Design/methodology/approach This research was based on a narrative literature review of BMs, DT and DCs, which culminated in the proposal of a framework to integrate these concepts within organizations through a theoretical approach, establishing integrative theoretical premises. The construction of the framework was inductive, guided by the research problem and the literature review, and supported by ATLAS ti software. Findings Through the literature review, a theoretical model was developed, including the identification of the stages of DT, the DCs (detection, apprehension and transformation), the components of the main elements of BMs and the two macro relationships linked to the phenomenon under study. Originality/value The unique contribution of this study lies in integrating the DCs of detection, apprehension and transformation with DT. This integration aligns them with the current stage of the organization’s DT.
Oliveira et al. (Tue,) studied this question.