{"id":3075,"date":"2026-01-05T23:51:27","date_gmt":"2026-01-05T23:51:27","guid":{"rendered":"https:\/\/percursoseideias.iscet.pt\/?page_id=3075"},"modified":"2026-01-07T16:13:28","modified_gmt":"2026-01-07T16:13:28","slug":"volume-14-2025-003","status":"publish","type":"page","link":"https:\/\/percursoseideias.iscet.pt\/index.php\/volume-14-2025-003\/","title":{"rendered":"Volume 14 – 2025 (003)"},"content":{"rendered":"\n
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\"\"<\/a> \"\"<\/a> Contents<\/a> \"\"<\/a> \"\"<\/a>
Archive<\/a><\/p>\n<\/div>\n\n\n\n

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Inova\u00e7\u00e3o nos modelos de neg\u00f3cio das ag\u00eancias de viagens tradicionais: uma abordagem te\u00f3rica ao “Business Model Canvas” como ferramenta na transforma\u00e7\u00e3o digital<\/p>\n\n\n\n

El\u00f3i Jorge e Lu\u00eds Almeida<\/p>\n\n\n\n

1<\/sup> ISCET – High Institute of Business and Tourism Sciences, Porto, Portugal<\/p>\n\n\n\n

To cite this text: Jorge, E. e Almeida L. (2025). Inova\u00e7\u00e3o nos modelos de neg\u00f3cio das ag\u00eancias de viagens tradicionais: uma abordagem te\u00f3rica ao “Business Model Canvas” como ferramenta na transforma\u00e7\u00e3o digital, Percursos & Ideias<\/em>, 1<\/em>4, 20-33.<\/p>\n\n\n\n

doi: 10.56123\/pi2025n14003<\/p>\n\n\n\n

Published Language: Portuguese.<\/p>\n\n\n\n

View Full Text PDF \"\"<\/a><\/p>\n\n\n\n

Abstract<\/strong><\/p>\n\n\n\n

In the context of accelerated digital transformation, there are indications that the business model of traditional travel agencies is becoming obsolete. This phenomenon can be attributed to the advent of novel technological paradigms and shifts in consumption patterns. The present study employs a qualitative and exploratory methodology, underpinned by the Business Model Canvas instrument, with a specific emphasis on five of the nine constituent components of the model in question: customer segments, distribution channels, customer relationships, key activities, and key partnerships. These elements are regarded as being particularly sensitive to the pressures of digitization.
The study\u2019s findings suggest that the implementation of this instrument facilitates a systematic examination of the vulnerabilities and capabilities of the prevailing business model, thereby enabling technological transition. Theoretically, the concept has been proven to function as both a diagnostic and strategic intervention instrument in scenarios of digital disruption. The present study makes a significant contribution to both academia and business by reflecting upon organizational innovation in traditional travel agencies. Yet, it can also readily be extrapolated to the tourism sector in general.<\/p>\n\n\n\n

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Keywords<\/strong><\/p>\n\n\n\n

Business model, Travel agency, Digital transformation, Business Model Canvas.<\/em><\/p>\n\n\n\n

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\n\nKanbach, D. K., Heiduk, L., Bl\u00fcher, G., Schreiter, M., & Lahmann, A. (2024). The GenAI is out of the bottle: Generative artificial intelligence from a business model innovation perspective. Review of Managerial Science<\/em>, 18(4), 1189\u20131220.\nhttps:\/\/doi.org\/10.1007\/s11846-023-00696-z\n<\/a>\n\n

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\n\nKu, E. C. (2024). Anthropomorphic chatbots as a catalyst for marketing brand experience: Evidence from online travel agencies. Current Issues in Tourism<\/em>, 27(23), 4165\u20134184.\nhttps:\/\/doi.org\/10.1080\/13683500.2023.2289592\n<\/a>\n\n

\n\nKupczyk, T., Dewalska-Opitek, A., Witczak, O., Budzi\u0144ski, M., & Kalita, D. (2024). Business Model Canvas application in start-up stage business developments \u2013 constraints and challenges. European Research Studies Journal<\/em>, 27(4), 921\u2013940.\nhttps:\/\/doi.org\/10.35808\/ersj\/3611\n<\/a>\n\n

\n\nJorzik, P., Klein, S. P., Kanbach, D. K., & Kraus, S. (2024). AI-driven business model innovation: A systematic review and research agenda. Journal of Business Research<\/em>, 182, 114764.\nhttps:\/\/doi.org\/10.1016\/j.jbusres.2024.114764\n<\/a>\n\n

\n\nLepp\u00e4nen, P., George, G., & Alexy, O. (2023). When do novel business models lead to high performance? A configurational approach. Academy of Management Journal<\/em>, 66(1), 164\u2013194.\nhttps:\/\/doi.org\/10.5465\/amj.2020.0969\n<\/a>\n\n

\n\nOsterwalder, A., & Pigneur, Y. (2013). Business Model Generation: A handbook for visionaries, game changers and challengers<\/em>. John Wiley & Sons. ISBN: 978-1-118-65640-2.\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Contents Archive Inova\u00e7\u00e3o nos modelos de neg\u00f3cio das ag\u00eancias de viagens tradicionais: uma abordagem te\u00f3rica ao “Business Model Canvas” como ferramenta na transforma\u00e7\u00e3o digital El\u00f3i Jorge e Lu\u00eds Almeida 1 ISCET – High Institute...<\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-3075","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/pages\/3075","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/comments?post=3075"}],"version-history":[{"count":7,"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/pages\/3075\/revisions"}],"predecessor-version":[{"id":3158,"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/pages\/3075\/revisions\/3158"}],"wp:attachment":[{"href":"https:\/\/percursoseideias.iscet.pt\/index.php\/wp-json\/wp\/v2\/media?parent=3075"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}