| SS - Sensing (Teece, 2007Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.): to identify scanning, learning and interpretation activities that allow access to information and knowledge that can create opportunities. This identification of opportunities involves the search in different technology markets in order to understand a latent demand, the evolution of a sector and a market and competitors and suppliers in that market. |
Demonstrate the existence of processes to target internal R&D and select new technologies. |
STRONG: to present evidence of the four subprocesses; AVERAGE/STRONG: present evidence in at least three subprocesses; AVERAGE: present evidence in at least
two subprocesses; WEAK: present evidence
in at least two subprocesses. |
| Demonstrate the existence of processes to explore developments in exogenous science and technology. |
| Demonstrate the existence of processes to touch innovation in Supplier and Complementary Business. |
| Demonstrate the existence of processes to identify target market segments, changes in customer needs and customer innovation driven by TD. |
SZ - Seizing (Teece, 2007Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.): for the understanding of the company’s
responsiveness to the environment, culminating in investments in opportunities discovered by sensing and improving business model that meets the needs of customers and that
provides the organization to capture value. |
Demonstrate the design of the Customer Solution and the Business Model for digital in the value offer, breakdown of servitude, digitization and digitization of processes. |
| Selection of decision-making protocols based on digital technology and I4.0. |
Demonstrate the selection of corporate boundaries to manage
add-ons and control platforms, with phase in digitization. |
| Demonstrate the construction of loyalty and commitment through the development of routine actions of a digital nature. |
TD - Digital Transforming (Teece, 2007Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.): to understand and classify how (factors formed
by processes, positions and trajectories) and because (effects) organizations are distinct in decision making and obtain results that seem similar, although they deal with very different internal processes. They contribute to performance when the organization understands the environment and future needs, making impartial and timely investment decisions within an appropriate business model designed, promoting learning, restructuring systems that no longer work and implementing good governance. |
Decentralization and Quasi Decomposition in the face of service and response to changes, adoption of technologies and degree of centralization of the decision-making process. |
STRONG: to present evidence of the four subprocesses; AVERAGE/STRONG: present evidence in at least three subprocesses; AVERAGE: present evidence in at least
two subprocesses; WEAK: present evidence
in at least two subprocesses. |
| Governance that includes processes of integration of external know-how, learning, sharing and integration of knowledge. |
| Co-expertise in analyzing why organizations develop and use a specialized and co-specialized combination of assets. |
| Knowledge management that organizes the main policies, processes and management and technological tools, for a better understanding of the processes of generation, identification, validation, dissemination, sharing, protection and use of knowledge to generate results. |
| Agility (Weber &Tarba, 2014), is understood as actions carried out in a changing environment - non-routine and irregular - fast and unpredictable, quickly adapting successfully to this disruptive environment in order to invest in resources to maintain high levels of flexibility. |
SSA - Demonstrate the existence of generative sensing, abductive reasoning and meaning creation, use of scenario planning and the "purchase" of real options (Teece et al, 2016Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13-35.). |
PRESENT: present at least one evidence in
the subnode between the category and the subcategory (agility capabilities). |
| SZA - Demonstrate the existence of the preservation of agility, including flexible sourcing arrangements (vertical integration), opening space "in the organization itself, reengineering hierarchies linked to rules and" adopting open innovation processes (Teece et al, 2016Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13-35.). |
| TDA - Identify the continuous process of using new digital technologies in everyday organizational life, which recognizes agility as the central mechanism for the strategic renewal of an organization's business model, collaborative approach and culture (Warner & Wäger, 2019). |
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Source: Adapted from 
Source: Elaborated by the authors.