Unlike the past, currently, thinkin

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.

Hasil (Bahasa Indonesia) 1:

Tidak seperti masa lalu, saat ini, berpikir tentangInovasi mengacu pada refleksi dari nilai cocreationmelaluialiansi strategis, pelangganpendekatandan adopsi berbedaBisnismodel.Dengan demikian, studi ini dianalisisdan dijelaskanTheinovasiprosesdariperusahaanDSM,menghubungkanuntuk konsep organisasipengembanganstrategi dan teoriBisnismodel.Ini adalah dasar interpretatifkualitatifpenelitian,dikembangkanolehsarana satu studi kasusdilakukanmelaluiWawancaradan film dokumenteranalisis.Studi ini memampukan kita untuk mengkategorikanTheperusahaanmodel bisnis sebagai yang terbuka, unbundleddaninovatifmodel, yang membuat inovasiatergantungvariabelkonfigurasi ini internal penciptaan nilai dan menangkap nilai. Sebagai teoretiskontribusi, kami menyoroti konvergensi dankomplementaritas "Kanvas Model Bisnis"alat dan "Inovasi saluran," digunakan di sini, untukmenganalisis kasus empiris.