Abstract:    Recently, dynamic capability has been considered to promote BMI and has become one of the key antecedents of BMI. However, there are three gaps in the current research. First, the existing literature is lack of the research on the influence of low order components of the dynamic capability especially resource reconfiguration capability on BMI. Second, the existing literature which claims that the dynamic capability is an antecedent of BMI needs sufficient evidences because dynamic capabilities are controversial since they are prone to collapse and show homogeneity among enterprises. Third, the existing literature on understandings of dynamic capabilities affecting BMI is incomplete due to the lack of studying the mediating variables and has encountered difficulties in practical applications.
    This paper uses the dynamic capability bundle to explore the relationship between resource reconfiguration capability and BMI to address the gaps. The dynamic capability bundle is composed of stable part (ordinary capabilities) and dynamic part (dynamic capabilities), so it is more stable and more difficult to collapse than dynamic capabilities alone in fast changing environments, and more heterogeneous and more difficult to be imitated than dynamic capabilities alone in medium changing environments. Another valuable view of the dynamic capability bundle is that dynamic capabilities can indirectly affect the behavior and performance of enterprises through the ordinary capabilities in the capability bundle, which provides a way for enterprises to obtain the effects of dynamic capabilities. 
    This paper takes customer and supplier integration as the ordinary capabilities with which resource reconfiguration capability can combine to form dynamic capability bundles, and studies the influence of resource reconfiguration capability on BMI. Based on the data of 154 enterprises, the following findings are obtained by using hierarchical regression analysis method. First, the two dimensions of resource reconfiguration capability, i.e. resource recombination and resource reallocation capabilities, have positive impacts on BMI. Second, the two dimensions of supply chain integration, i.e. customer and supplier integration, have positive impacts on BMI. Third, customer integration partly plays a mediating role in the influence of resource recombination capability on BMI, which means that resource recombination capability can form a dynamic capability bundle with customer integration. Fourth, customer and supplier integration partly play mediating roles in the influence of resource reallocation capability on BMI, which means that resource reallocation capability can form dynamic capability bundles with customer and supplier integration respectively.
    This paper has the following theoretical contributions. First, this paper reveals the impact of resource reconfiguration capability which is one of the low order components of dynamic capability on BMI. Second, this paper finds a solution to the dispute that dynamic capabilities can affect BMI, and it also adds some strong evidence for the proposition that dynamic capabilities can affect BMI. In this paper, the dynamic capability bundle is introduced into the study of the impact of the dynamic capability on BMI. It is found that the resource recombination capability can form a dynamic capability bundle with customer integration and in turn significantly affect BMI; resource reallocation capability can form dynamic capability bundles with customer and supplier integration and in turn significantly affect BMI. Third, this paper reveals the path of the dynamic capability influencing BMI by taking resource reconfiguration capability as an example. Specifically, resource recombination capability can indirectly affect BMI through the mediating role of customer integration; resource reallocation capability can indirectly affect BMI through the mediating role of customer and supplier integration respectively.
    This study has the following management implications. First, enterprises can develop their resource recombination and resource reallocation capabilities to promote BMI. Second, enterprises should adopt and use the structure, process and technology of coordination and cooperation with major customers and suppliers to promote customer and supplier integration, and then promote BMI. Third, enterprises can promote resource recombination capability with customer integration to form a dynamic capability bundle and in turn promote BMI; they also can promote resource reallocation capability with customer and supplier integration to form dynamic capability bundles and in turn promote BMI. 

Key words: resource reconfiguration capability, business model innovation, dynamic capability, dynamic capability bundle