Detailed Table of Contents Preface...............................................................................................................................................xxiii Section 1 A Word From the Organizers Chapter 1 ChoosingaBusinessModel:Entrepreneurship,StrategyandCompetition........................................... 1 George Jamil, Informações em Rede Consultoria e Treinamento, Brazil Sthefan Gabriel Berwanger, Escola Superior de Propaganda e Marketing, Brazil This chapter discusses the critical choice for a business manager, when a business model must be consideredforitsposteriordesignandimplementation.Differentmodalitiesareavailabletodayand adaptationsorchangesarecompletelyadmissible,ascompetitionevolves.Asolidconceptualization ,of business models is studied, and some typical initiatives analyzed, observing their potentialities requirements,andrisks.Asamarketsolution,severalconsiderationsareproposedattheend,regarding BMadoptioninrealcases,servingasabasicmotivationforaclearerdecisionprocesstobepursuedby businessreaders.Thischaptercontributionsreachbothscholars,researchers,managers,stakeholders andinvestorsonincreasingthecomprehensionaboutbusinessmodels’propositions,characteristicsand .implementationaspects Chapter 2 BusinessModelsApplicabletoIoT...................................................................................................... 21 Manuel Rocha Fiuza Branco Junior, FUMEC University, Brazil Cássio Luís Batista, FUMEC University, Brazil Marco Elisio Marques, FUMEC University, Brazil Claudio Roberto Magalhães Pessoa, FUMEC University, Brazil Businessmodelshavebeenanalyzedinthecontextoftheinformationtechnologyeconomyandare aligning the idea of innovation developing with the economy or, in other words, business aligning technologyandmarket.SomecaremustbetakenonthetransformationoftheInformationSystems throughtheintroductionofthenewuniqueIoToffersinmanyfields.FortheIoTsystems,acomplex .valuestackneedstobeaddressedinordertorealizethepossibilitiesontheinnovationintheservices ThisinducesspecificrequirementswhenitcomestodesigningIoTbusinessmodels.IoTenablesnew businessmodels,whichcreatevaluebyconnectingexistingandnewthingstogethertoestablishnew businessprocesses,increasebusinessefficiency,enablegreaterinnovationanddriveimprovedvisibility acrossanorganization.Tobesuccessful,informationsystemsneedtoconsiderallthelayersofvalue   creationinordertoenablethecollectionofinformationwiththeagilityneededinthemodernworldof business.ThischapterhighlightstheIoTsystems,itsfeaturesandmarketexpectations.Italsosuggeststhe existenceoftwoclassesofbusinessmodelsforIOT,theDigitallyLoadedProductandanotherclassified .asSensorasaService,whichaddresstheuniquenessofIoT Chapter 3 ReflectingontheOrchestraMetaphor:AligningBusinessModelsSimpleViews.............................. 43 George Jamil, Informações em Rede Consultoria e Treinamento Ltda, Brazil Werner Silveira, Orquestra Filarmônica de Minas Gerais, Brazil Thischapterdiscussesthepotentialitiesandlimitationsofmetaphors,assimulationtechniquesapplied fordecision-makingbusinessesprocess.Aspeciallookisgiventotheorchestrametaphor,asitispossible toconsideroneofthemostcitedmethodfordecades.Approachingorchestraformationdefinitions,a studyoforchestracharacteristicsandpeculiaritieswasconducted,resultinginaninterestinginsideview oftheorchestra.Abrieftheoreticalanalysisaboutmodellingtechniquesanditsapplicationinbusiness processisalsodeveloped,allowing,attheend,todiscusshowtheorchestrametaphorcanbeappliedin ausefulway,encompassingseveraloftheaspectswepointedinthetext.Thisresultsasanorientation forthereadertounderstandhowthisspecifictechnique–orchestrametaphor–canbeeffectivelyapplied indecision-makingprocessesofanylevelfororganizations,escapingfrommistakesusuallycommitted .whensimpleviewsformusicalorchestrasareadopted Section 2 Theoretical Studies on Business Models Chapter 4 BusinessModels:AnalysisofItsConceptualandTheoreticalDevelopment...................................... 63 Karina Garcia Coleta, Pontifícia Universidade Católica de Minas Gerais (PUCMG), Brazil & Fundação Dom Cabral (FDC), Brazil Humberto Elias Garcia Lopes, Pontifícia Universidade Católica de Minas Gerais (PUCMG), Brazil Fabian Salum, Fundação Dom Cabral (FDC), Brazil (Theobjectiveofthischapteristhreefold:(a)assessingthedevelopmentofthebusinessmodel(BM concept,pointingouteffortsscholarshavemadetocloseeventualinconsistencies;(b)analyzingthose shortcomingsimplicationstotheconceptunderstanding;and(c)raisingconvergentthemesaroundwhich futurestudiescanbebuilttobringcohesiontothefield.ThechapterreviewsBMresearchoverthelast 20years.ItindicatesthatBMliteraturestilldisplaysadiscrepantuseoftheconcept,andthatdivergence stillconstitutesanobstacletocommonlanguagedevelopmentandintegratedresearcheffortsconcerning ,BMstructureandmanagement.However,insteadofjustifyingthosegapsinliteraturerelativenewness researchandfutureapplicationscanstrengthenconvergentthemestomoveforward.Fourthemesare identified:BMasacognitiverepresentation,avaluereferenceframe,abusinessdynamictool,anda .two-sidedviewofstrategy  Chapter 5 NewBusinessModelsforGlobalEconomy:PrivateIndividualTransportationServices................... 83 Maria José Sousa, Universidade do Algarve, Portugal Carolina Rodrigues, Universidade do Algarve, Portugal Jorge Miguel Martins, Reykjavik University, Iceland Mário Negas, Universidade Aberta, Portugal George Jamil, Informações em Rede Consultoria e Treinamento, Brazil Thisarticleanalysestheconceptofbusinessmodelsandtheirmaindimensionsandelementsforglobal ,economycompetitivescenarios.Theissuestudiedinthisresearchidentifiesdisruptivebusinessmodels andbuildsapracticalmodeltohelptheimplementationofabusinessmodelforprivateindividual transportationservices,basedonthecaseofUber.Toaccomplishthisresearch,articlesweresearched based on the keywords “business models concepts” and “business models elements.” The period consideredwasfrom2013to2017.Thegoalwastoidentifyelementsofbusinessmodelsandstrategies :adoptedbythecompany,productsandservices,corporateimage,modelsandmanagementsystems humanresourcemanagement,financialmanagement,andmarketing,amongothers,andtheformaland informalstructureofthecompanies.TheempiricalcaseisbasedontheUberbusinessmodelandthe .newcompetitivescenarioonpersonaltransportation Chapter 6 DynamicBusinessModel:Captureofvalueandgenerationofsustainablecompetitiveadvantage.... 99 Soraya Cardoso Pongelupe Lopes, Pontifícia Universidade Católica de Minas Gerais, Brazil Humberto Elias Garcia Lopes, Pontifícia Universidade Católica de Minas Gerais, Brazil Karina Garcia Coleta, Pontifícia Universidade Católica de Minas Gerais, Brazil & Fundação Dom Cabral, Brazil Vívian Cândido Rodrigues, Pontifícia Universidade Católica de Minas Gerais, Brazil ThegoalofthischapteristodemonstratetheoreticallythataBusinessModelCanvas(BMC)might becomedynamictocapturevalueandgenerateasustainablecompetitiveadvantage.Thischapterdefines thedifferencesbetweenanddefinitionsofstaticanddynamicbusinessmodels.Furthermore,itdevelops theDynamicBusinessModel(DBM)fortheassessmentoftheBMCfromadynamicperspective.This chapterarguesthatbusinessmodelsarestaticwhentheyaretoolsthatmerelydescribethebusinesslogic offirms.However,whenassociatedwiththedynamiccapacityperspective,thosebusinessmodelsinteract .withthebusinessecosystem,allowingfirmstocapturevalueandsustainablecompetitiveadvantage Chapter 7 InnovationinLaboratoryMedicine.................................................................................................... 117 Carlos Lemos, Faculdade de Medicina da Universidade de Lisboa, Portugal Laboratorymedicinehasauniquecapabilitytoevaluatethecorrectmanagementofamedicaltest,its results,andthedecisionsitcandetermine.Therefore,laboratorymedicineshouldtrytoimprovepatient .outcomes,whileimprovingqualityandproductivity,sothatinnovationinhealthcaremayproceed ,Innovation in laboratory medicine demands an adequate identification of the unmet clinical need evidenceofclinicalandcost-effectivenessoflaboratorytests,andamanagedimplementationthattakes intoaccounttheprocesschange,appropriateresourcemanagement,andmonitoringofoutcomes.The mainobjectivesofthischapteraretoelucidatetheroleofinnovationinlaboratorymedicine,identifying itsmainissuesandthebarriersitfaces;todefineavaluepropositionforlaboratorytestsandtopointout .severaloutcomemeasuresthatcanbeadoptedinlaboratorymedicine  Chapter 8 TheRoleofDynamicCapabilitiesasInfluencersofOrganizationalIntelligence.............................. 138 Gleison Lopes Fonseca, Centro Universitário Hermínio Ometto, Brazil