商业模式创新过程:针对核心要素构建方式的案例研究
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摘要
基于构型系统视角的商业模式及商业模式创新研究变得越来越流行,然而对于商业模式如何产生及其创新过程还缺乏研究。本研究通过四个案例的比较研究,从复杂性理论出发,提出商业模式创新过程中核心要素构建的四种方式,即模仿、移植、塑造和探索。模仿和移植是对其他商业模式显性知识的学习,塑造和探索侧重于对环境等隐性知识的探究。对隐性知识的探究需要管理者拓展情境智慧和管理视野,并通过对外部信息和知识的搜集与积累突破认知局限。本研究发现企业增加新的核心要素是为了促进要素间及要素和外部环境的匹配,核心要素的不同构建方式一定程度上决定了企业表现出不同发展路径。本研究对商业模式设计、商业模式创新过程有一定的理论贡献,并对企业创业、商业模式搭建和转型具有一定的实践启示价值。
Research on business models and business model innovation based on the perspective of configuration system has become more and more popular, but there is still a lack of research on how business models come into being and business model innovation process. Based on complexity theory, this paper proposes four patterns of core elements construction in the process of business model innovation, namely imitating, transplanting, shaping and exploring. Imitating and transplanting are the learning processes towards explicit knowledge of other business models, while shaping and exploring focus on the exploration of tacit knowledge. The exploration of tacit knowledge requires managers to expand contextual intelligence and management vision, and break through the cognitive limitations by collecting and accumulating external information and knowledge. This paper finds that firms construct new core elements to promote the fit within elements and between elements and the external environment. The different construction patterns of core elements determine the different developmental trajectories of firms. This paper has theoretical contributions to business model design and business model innovation process, and has practical value for entrepreneurship, business model construction and transformation.
Research on business models and business model innovation based on the perspective of configuration system has become more and more popular, but there is still a lack of research on how business models come into being and business model innovation process. Based on complexity theory, this paper proposes four patterns of core elements construction in the process of business model innovation, namely imitating, transplanting, shaping and exploring. Imitating and transplanting are the learning processes towards explicit knowledge of other business models, while shaping and exploring focus on the exploration of tacit knowledge. The exploration of tacit knowledge requires managers to expand contextual intelligence and management vision, and break through the cognitive limitations by collecting and accumulating external information and knowledge. This paper finds that firms construct new core elements to promote the fit within elements and between elements and the external environment. The different construction patterns of core elements determine the different developmental trajectories of firms. This paper has theoretical contributions to business model design and business model innovation process, and has practical value for entrepreneurship, business model construction and transformation.
引文
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[43] Khanna T.Contextual Intelligence[J].Harvard Business Review,2014,92(9):58-68
[44] 井润田,赵宇楠,滕颖.平台组织、机制设计与小微创业过程——基于海尔集团组织平台化转型的案例研究[J].管理学季刊,2016,(4):38-71
[45] 闫冰倩,胡毅,乔晗,等.万达集团商业模式动态演变分析[J].系统工程理论与实践,2018,38(5):1164-1172
[46] Porter M.E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M].New York:Free Press,1980
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[50] Winter S.G.The Satisficing Principle in Capability Learning[J].Strategic Management Journal,2000,21(10-11):981-996
[51] Dorst K.,Dijkhuis J.Comparing Paradigms for Describing Design Activity[J].Design Studies,1995,16(2):261-274
[52] Simon H.A.The Sciences of the Artificial[M].Cambridge,MA:MIT Press,1996
[2] Foss N.J.,Saebi T.Business Models and Business Model Innovation:Between Wicked and Paradigmatic Problems[J].Long Range Planning,2018,51(1):9-21
[3] 吴晓波,赵子溢.商业模式创新的前因问题:研究综述与展望[J].外国经济与管理,2017,39(1):114-127
[4] Zott C.,Amit R.,Massa L.The Business Model:Recent Developments and Future Research[J].Journal of Management,2011,37(4):1019-1042
[5] 汪寿阳,敖敬宁,乔晗,等.基于知识管理的商业模式冰山理论[J].管理评论,2015,27(6):3-10
[6] 李超,郑森圭,丁雪辰,等.商业模式PNMP-CET@I反馈调节分析模型:蚂蚁金服案例[J].系统工程理论与实践,2018,38(6):1413-1421
[7] 闫冰倩,崔晓杨,云昕,等.商业模式的一个新的分析视角:重构房地产企业“微笑曲线”[J].管理评论,2018,30(6):265-272
[8] Foss N.J.,Saebi T.Fifteen Years of Research on Business Model Innovation:How Far Have We Come,and Where Should We Go[J].Journal of Management,2017,43(1):200-227
[9] Khanagha S.,Volberda H.,Oshri I.Business Model Renewal and Ambidexterity:Structural Alteration and Strategy Formation Process During Transition to a Cloud Business Model[J].R&D Management,2014,44(3):322-340
[10] Gavetti G.,Rivkin J.W.On the Origin of Strategy:Action and Cognition Over Time[J].Organization Science,2007,18(3):420-439
[11] Martins L.L.,Rindova V.P.,Greenbaum B.E.Unlocking the Hidden Value of Concepts:A Cognitive Approach to Business Model Innovation[J].Strategic Entrepreneurship Journal,2015,9(1):99-117
[12] Morris M.,Schindehutte M.,Allen J.The Entrepreneur’s Business Model:Toward a Unified Perspective[J].Journal of Business Research,2005,58(6):726-735
[13] Johnson M.W.,Christensen C.M.,Kagermann H.Reinventing Your Business Model[J].Harvard Business Review,2008,86(12):57-68
[14] 魏炜,朱武祥.发现商业模式[M].北京:机械工业出版社,2009
[15] Osterwalder A.,Pigneur Y.Business Model Generation:A Handbook for Visionaries,Game Changers,and Challengers[M].New York:John Wiley & Sons,2010
[16] Clauss T.Measuring Business Model Innovation:Conceptualization,Scale Development,and Proof of Performance[J].R&D Management,2017,47(3):385-403
[17] Fjeldstad ?.D.,Snow C.C.Business Models and Organization Design[J].Long Range Planning,2018,51(1):32-39
[18] Zott C.,Amit R.Business Model Design:An Activity System Perspective[J].Long Range Planning,2010,43(2-3):216-226
[19] Teece D.J.Business Models,Business Strategy and Innovation[J].Long Range Planning,2010,43(2-3):172-194
[20] Santos J.,Spector B.,Van der Heyden L.Toward a Theory of Business Model Change[J].Business Model Innovation:The Organizational Dimension,2015:43-63
[21] Amit R.,Zott C.Creating Value Through Business Model Innovation[J].MIT Sloan Management Review,2012,53(3):41-49
[22] Hannan M.T.,Freeman J.Structural Inertia and Organizational Change[J].American Sociological Review,1984,49(2):149-164
[23] Singh J.V.,House R.J.,Tucker D.J.Organizational Change and Organizational Mortality[J].Administrative Science Quarterly,1986,31(4):587-611
[24] Siggelkow N.Evolution Toward Fit[J].Administrative Science Quarterly,2002,47(1):125-159
[25] Porter M.E.What Is Strategy[J].Harvard Business Review,1996,74(6):61-78
[26] Demil B.,Lecocq X.Business Model Evolution:In Search of Dynamic Consistency[J].Long Range Planning,2010,43(2-3):227-246
[27] 李雪蓉,张晓旭,李政阳,等.商业模式的文献计量分析[J].系统工程理论与实践,2016,36(2):273-287
[28] Bock A.J.,Opsahl T.,George G.,et al.The Effects of Culture and Structure on Strategic Flexibility During Business Model Innovation[J].Journal of Management Studies,2012,49(2):279-305
[29] Santos J.,Spector B.,Van der Heyden L.Toward a Theory of Business Model Innovation within Incumbent Firms[R].INSEAD,Fontainebleau,France,2009
[30] Schneider S.,Spieth P.Business Model Innovation:Towards an Integrated Future Research Agenda[J].International Journal of Innovation Management,2013,17(1):1340001-1-1340001-34
[31] Lindgardt Z.,Reeves M.,Stalk G.,et al.Business Model Innovation:When the Game Gets Tough,Change the Game[R].Boston:The Boston Consulting Group Report,2009
[32] Velamuri V.K.,Bansemir B.,Neyer A.K.,et al.Product Service Systems as a Driver for Business Model Innovation:Lessons Learned from the Manufacturing Industry[J].International Journal of Innovation Management,2013,17(1):1340004-1-1340004-25
[33] Yunus M.,Moingeon B.,Lehmann-Ortega L.Building Social Business Models:Lessons from the Grameen Experience[J].Long Range Planning,2010,43(2-3):308-325
[34] 张敬伟,王迎军.新企业商业模式构建过程解析——基于多案例深度访谈的探索性研究[J].管理评论,2014,26(7):92-103
[35] Bucherer E.,Eisert U.,Gassmann O.Towards Systematic Business Model Innovation:Lessons from Product Innovation Management[J].Creativity and Innovation Management,2012,21(2):183-198
[36] Rivkin J.W.Imitation of Complex Strategies[J].Management Science,2000,46(6):824-844
[37] Porter M.,Rivkin J.W.Activity Systems as Barriers to Imitation[R].Boston:Harvard Business School,1998
[38] Yin R.K.Case Study Research:Design and Methods,2nd Edition[M].Newbury Park,CA:Sage,1994
[39] Eisenhardt K.M.Better Stories and Better Constructs:The Case for Rigor and Comparative Logic[J].Academy of Management Review,1991,16(3):620-627
[40] Eisenhardt K.M.Building Theories from Case Study Research[J].Academy of Management Review,1989,14(4):532-550
[41] Jing R.,Van de Ven A.H.Toward a Chance Management View of Organizational Change[J].Management and Organization Review,2018,14(1):161-178
[42] Szulanski G.Exploring internal stickiness:Impediments to the Transfer of Best Practice within the Firm[J].Strategic Management Journal,1996,17(S2):27-43
[43] Khanna T.Contextual Intelligence[J].Harvard Business Review,2014,92(9):58-68
[44] 井润田,赵宇楠,滕颖.平台组织、机制设计与小微创业过程——基于海尔集团组织平台化转型的案例研究[J].管理学季刊,2016,(4):38-71
[45] 闫冰倩,胡毅,乔晗,等.万达集团商业模式动态演变分析[J].系统工程理论与实践,2018,38(5):1164-1172
[46] Porter M.E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M].New York:Free Press,1980
[47] Porter M.E.Competitive Advantage:Creating and Sustaining Superior Performance[M].New York:Free Press,1985
[48] Nelson R.R.,Winter S.G.An Evolutionary Theory of Economic Change[M].Cambridge,MA:Harvard University Press,1982
[49] Winter S.G.Knowledge and Competence as Strategic Assets[J].The Competitive Challenge:Strategies for Industrial Innovation and Renewal,1987,10(4):159-184
[50] Winter S.G.The Satisficing Principle in Capability Learning[J].Strategic Management Journal,2000,21(10-11):981-996
[51] Dorst K.,Dijkhuis J.Comparing Paradigms for Describing Design Activity[J].Design Studies,1995,16(2):261-274
[52] Simon H.A.The Sciences of the Artificial[M].Cambridge,MA:MIT Press,1996