Strategic capabilities for business model digitalization

PurposeThe purpose of this paper is to understand the association between the capacity to use enterprise architecture tools and the effectiveness of business model digitalization in companies.Design/methodology/approachThe authors used two research strategies – survey and focus group – to analyze the relationship between maturity in using enterprise architecture (EA) and digital maturity, under the perspective of sociomateriality.FindingsThe use of EA is not a strategic competence that contributes to building sustainable competitive advantage, in the process of business model digitalization. On the other hand, top management’s determination and clarity, expressed by its sponsorship to communicating the strategy, contribute to the integration, engagement and adaptability of those involved and are responsible for higher maturity in the digitalization of business models.Research limitations/implicationsThe statistical treatment used does not allow understanding the causality between the variables.Practical implicationsIt provides executives with important elements for clarifying and operationalizing digital business models.Originality/valueThe study operationalizes a theoretical and measurement model, through a strategy that used simultaneously a survey and a focus group, which allowed to know associations between technological capacities and maturity in digital business models.