Managing Business Model as Function of Organizational Dynamism

Abstract

One of the most challenging managerial attempts nowadays is undoubtedly an attempt to create a business model which will best integrate the organizational position and the external adaptation and integral integration. This managerial process is a logical continuation of modelling a competitive advantage of a certain enterprise, in such a way that the organizational learning would best integrate the used, not the overall organizational knowledge; the flexibility of the organizational systems wwill determine the potential of the behavioural processes and the changes oriented towards innovation will enable strategic positioning regarding the existing and potential competition. The prior objective of creating and further managing a business model is to achieveg an integrated and proactive combination of elements that implement the needs of an organizational dynamism, in the process of problem analyzing the sustainable dimensions of the competitive advantage. Therefore, the ultimate target is managing a customer-integrated business model, as one that places an ‘integrated importance’ to the role of the customer within managing the organizational competitive advantage.