This study aimed to enhance the understanding of a complex and context- -bound process of value appropriation by deploying the dynamic capabilities perspective. This aim consisted of two integral modules:

In the light of the theoretical discussion presented in Chapter 2 and 3, formulated dynamic capability-based framework of value appropriation in Chapter 4, and findings presented in Chapter 6, it can be stated that these aims have been achieved. Formulated framework builds on the extant knowledge presented in the contemporary literature in the field of strategic management and on a rich evidence obtained during empirical research of this study. A high quality research based on a multiple case design enabled gathering a highly informative, rich and diverse collection of features and data, which were necessary to provide reliable answers to key research questions:

Obtained results provided ample answers to formulated research questions, and consequently confirmed the line of reasoning underlying the formulated dynamic capability-based framework of value appropriation. The usefulness of the insights provided by conducted research refer to the theoretical dimension of the strategic management field as well as to the practical dimension of business performance. Moreover, indicated limitations opens up directions for future research exploration. More detailed description of those contributions is presented in the following chapters.

THEORETICAL CONTRIBUTION

Given that the conceptual location of the research problem was defined in reference to the field of strategic management (Cyfert et al., 2014), therefore value and usefulness of provided insights are also referred to that field: