Abstract
Given the significant impact big companies can have on sustainability and how this aspect affects their competitiveness, they need to innovate their business models. This requires a shift from a traditional to a sustainable business model. Despite ongoing discussions on this topic, managers often lack guidance on initiating or developing this transformation, while scholars emphasise the need for further advancements in the field. This research aims to explore the main events that frame the innovation process for sustainability in large manufacturing companies and how dynamic capabilities enable business model innovation for sustainability. We analysed Brazilian manufacturing companies that had engaged in this process for several years, using them as multiple case studies. We identified and highlighted the key determinants of the change process by dividing it into phases, the relevant microfoundations in each phase and how they can influence one another.