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Introduction
Value chain sustainability is a series of competitive advantages (Seuring and Müller, 2008; Sarkis et al., 2011) that meet the demand for environmentally and socially responsible products (Kirci and Seifert, 2015). It can be defined as a methodology developed to align all the production activities in a synchronized way, in order to reduce costs, minimize cycles and maximize the value perceived by the end customer, by breaking down barriers between departments and areas and promoting better performance (Wood et al., 1998; Pakdeechoho and Sukhotu, 2018).
In strategic management, resources that give a company competitive advantage are defined as dynamic capabilities (Teece and Pisano, 2004) that influence the value chain management (Beske, 2009; 2012; Beske et al., 2014; Masteika and Cepinskis, 2015; Alonso-Almeida et al., 2017) due to the rapid demand for change of consumption in the dynamic business environment and can create internal competencies for SMEs (Kirci and Seifert, 2015; Hong et al., 2018). This research focuses on small and medium-sized enterprises (SMEs) seeking to develop new products, services and strategies through their capabilities, in order to reposition themselves in the market and generate greater value. Understanding how SMEs can achieve strategic changes through the value chain, repositioning their organizations and creating greater value in the design and development of new products, is important for businesses. Explaining what SMEs develop, especially in the final value chain, can help us to understand and capture the transformations and ideas that are generated for a sustainable environment.
SMEs need to survive by improving their dynamic supply chain resources in order to ensure competitiveness, retaining their position in the market by adapting to customers' requirements and overcoming the numerous barriers that they face in their operations. Understanding this phenomenon in the context of SMEs, with the special circumstances that these enterprises face, enables us to examine the dynamic capabilities that have been created or readapted and the resources that have been incorporated into supply chain management (Beske et al., 2014, Masteika and Cepinskis, 2015). This influence of dynamic capabilities needs to be better understood in the context of Brazilian SMEs, in supply chain management. Thus, the central question of this study is: How do Brazilian SMEs generate dynamic capabilities that enable them...