Abstract
This paper aims to validate hypotheses and proposals on D.J. Teece's Dynamic Capabilities Theory through the HondaJet case analysis. The findings demonstrate that HondaJet's success can be partially attributed to the establishment of a distinctive business ecosystem and business model which adopted innovative sales strategies differing from the conventional methods prevalent in the aviation industry. This was achieved through the strategic coordination of their own assets and knowledge assets, along with external resources, via co-specialization. It is worth noting that this approach extended beyond mere product innovation.
https://ror.org/02gdq8g56 
