企业商业模式的创新联动结构与创新机制研究

商业模式系统是一个典型的复杂适应系统,由内部逻辑结构与外在实体结构交互作用形成其联动模式.在企业商业模式复杂系统结构的基础上对商业模式创新的动力机制、运行机制以及保障机制进行了研究,指出商业模式创新的动力来自于企业的内在需求以及外部刺激的综合作用;基于回声模型阐述了商业模式创新的运行机理;为保障商业模式创新的顺利实现,企业需要在组织创新意识培养、流程再造、能力培养等方面加强商业模式创新保障机制.     

企业商业模式的创新联动结构与创新机制研究

商业模式系统是一个典型的复杂适应系统，由内部逻辑结构与外在实体结构交互作用形成其联动模式。在企业商业模式复杂系统结构的基础上对商业模式创新的动力机制、运行机制以及保障机制进行了研究，指出商业模式创新的动力来自于企业的内在需求以及外部刺激的综合作用；基于回声模型阐述了商业模式创新的运行机理；为保障商业模式创新的顺利 实现。     

企业商业模式创新的实现方式与演进机理——一种基于价值链创新的理论解释

本文从价值链创新的理论视角对企业商业模式创新的实现方式进行清晰、系统的解释，并根据企业商业模式的不同形成方式对其进行系统分类。此外，本文还对企业商业模式创新的动力及演进机理进行深入的探讨。通过本文的分析．可以了解企业商业模式创新的机理，同时也能够更好地指导我国本土企业进行适当的、有效的企业商业模式创新，从而在激烈的国际竞争中获得较强的竞争优势。     

企业商业模式创新:基于租金理论的解释

商业模式的定义在理论界有多种不同的理解，然而，商业模式创新的驱动力尚缺乏完整研究。本文作者归纳了商业模式的不同定义，提出了一种新的概念解释；同时，作者用经济租金理论来分析企业商业模式的创新行为，通过深入研究，作者对企业经济租金的几种形态做出了分类，分析了企业在不同条件下获得经济租金的形式，从理论上解释了企业商业模式创新行为的内外在驱动力。     

新兴经济背景下商业模式对企业成长的影响研究

本文在对新兴经济背景的主要特点以及我国新兴经济环境的具体特征进行论述的基础上,分析了该环境下企业商业模式的主要内容和特点。最后,分析了新兴背景下商业模式对我国企业成长造成的影响,认为破坏式创新模式依然将是未来一段时间内我国企业的主要商业模式。     

技术竞争中商业模式的作用

在知识经济时代,技术革新日新月异,企业之间的技术竞争也愈演愈烈,渐渐演变为标准竞争。然而,技术的经济价值只是潜在的,只有通过合适的商业模式才能将其充分释放出来,从而为企业带来巨大的经济效益,乃至实现持久的竞争优势。以企业技术竞争中所采取的商业模式为研究对象,利用切萨布鲁夫提出的商业模式六维度分析框架,运用多重案例研究的方法探讨商业模式在企业技术竞争中的重要作用。通过对案例分析结果的归纳和总结,为商业模式理论提供了新的观点,也能够为标准竞争中的企业提供有益的启发。     

商业模式的理论框架述评

新经济的出现和企业商业模式的创新大大地促进了人们对企业经营规律认识的深化,使企业商业模式的理论研究出现了方兴未艾之势。文章在对近十年有关商业模式研究的文献进行梳理的基础上,讨论了商业模式的含义和商业模式的本质,提出了商业模式设计的结构性维度。     

动态能力视角下商业模式创新对企业绩效的作用机制研究——以制造业上市公司为例

本文从动态能力视角出发， 提出商业模式创新、动态能力和企业绩效的关系假设， 通过因子分析法和逐步回归法对114 家制造业上市公司2011～2017年的财务数据进行实证分析及假设检验。研究发现， 商业模式创新和动态能力分别对企业绩效有促进作用， 且动态能力在商业模式创新和企业绩效之间起部分中介作用。该结论丰富了商业模式创新和企业绩效的关系理论， 并给转型升级背景下的制造业企业以相应的实践启示。     

商业模式视角下的中成药产品创新选择

虽然中成药以其疗效可靠、毒副作用小等优势日益受到消费者、企业及社会的重视，但中成药的发展目前陷入同质化严重的困境。同样的技术转化出不同的价值，说明商业模式的设计和运作存在差异。本文从商业模式的角度出发，通过市场竞争分析选择了目前中国市场上运作较为成功的五种中成药产品。通过对五种药物商业模式的分析，发现了中成药产品的四种商业模式类型，并进一步探讨了企业在应用这四种商业模式时应具体选择的运作措施．     

企业商业模式研究概述

随着我国经济的飞速发展,企业规模日益扩大化,单纯依赖粗放型经济增长方式和"胡萝卜加大棒"管理风格已经不能适应当下互联网时代的发展需求。为什么有的老牌企业进入市场摸盘滚打多年,最终还是难逃被收购,甚至破产灭亡的厄运,又为什么有的企业刚进入市场就如日中天,炉火纯青,上市匆匆。这就要我们认识到企业发展的奥秘——商业模式。许许多多的商业模式是如何被设计出来的呢?答案往往归结为企业家的独特经验和灵感,这使得商业模式设计变得非常神秘。本文参考了国内商业模式研究的成功学者和前沿理论家的思想和成熟理论,阐述了商业模式的起源,定位和内容维度,以及如何构建商业模式等内容,从而揭开商业模式的神秘面纱,帮助企业赢得市场竞争优势,促进企业叶茂长青。     

商业模式体系重构

商业模式从根本上讲是企业价值创造的逻辑。基于此种认识,笔者提出了商业模式的“3-4-8”的构成体系。“3-4-8”构成体系实质是一种从“远—中—近”三个层次对商业模式进行全面考察的立体架构。根据模块化的思想,商业模式变革可以遵循的三种基本路径:基于价值模块的商业模式变革路径、基于界面规则的商业模式变革路径、基于二者混合的商业模式变革路径。在三种基本路径的基础上,商业模式变革可以进一步分为四种类型:完善型商业模式变革、调整型商业模式变革、改变型商业模式变革、重构型商业模式变革。这四种类型商业模式变革对商业模式核心逻辑的改变程度不同,分别适用于不同的环境动态性和产业生命周期。     

电力通信资产运营模式探讨

随着电力工业管理体制改革的深入进行,电力通信管理体制和资产管理模式也在悄然发生变化。现从电力通信资产运营模式改革出发,总结了国内外电力通信管理体制和资产经营管理模式,并根据目前电力通信管理的现实条件,按照既有利于电力安全生产,也有利于提高通信资产的使用效率和效益的原则,提出了分公司形式下的资产经营管理模式。     

ERP与MRO系统集成过程建模与应用研究

为了实现产品生产阶段到服务阶段业务与数据的有效集成,从业务层和数据层对制造服务系统中的大修维护维修(MRO)与企业资源计划(ERP)的集成过程进行了建模与分析,对ERP与MRO系统之间的业务过程和信息交互过程进行了分析,建立了二者的业务集成框架模型,分析了ERP与MRO系统的数据结构转换过程,提出了二者数据集成模型。应用Web Services完成了ERP与MRO的系统集成开发,包括服务BOM集成、备品备件管理集成等。研究结果实现了制造和服务阶段关键产品数据信息的集成与反馈,打通了从制造到服务阶段的数据传递与集成,对进一步研究复杂产品生命周期管理的信息集成具有一定的借鉴意义。     

DEVELOPING A BUSINESS PERFORMANCE EVALUATION SYSTEM: AN ANALYTIC HIERARCHICAL MODEL

A good business performance measurement system is a very effective tool to motivate and monitor employees of a company. Although interest in creating performance measurement models is widespread, a well-designed system is rare. To be successful in today's competitive environment, a good performance measurement systems should incorporate strategic success factors. The model proposed in this study uses a three-level hierarchical schema to combine financial and nonfinancial performance measures and emphasizes external as well as internal business performance measures. In comparison with previous methods, such a method is more likely to cover a broader set of measures that include operational as well as strategic control. A prototype based on the analytic hierarchical model can be applied to other business situations.     

协同办公系统的整体研究与开发

在协同办公系统的设计与开发过程中,往往存在着对系统核心业务认知不清晰、难于适应变化中的需求、开发效率低与开发成本高等问题。这些问题容易导致系统开发的最终结果无法实现预期目标或开发的周期无限延长,从而导致项目处于搁置状态。为了解决上述问题,在分析了协同办公的目标与核心业务需求的基础上,提出了一种从整体上对协同办公研究与开发的模式,该模式自顶向下划分功能需求与模块间组合的方式,并论述了如何在实际的协同办公系统的开发中应用此模式。     

System supplier's customer strategy

The article addresses the management of dynamic customer relationships in large-scale, complex system business. It combines the existing knowledge on system business, high-tech services and buyer-seller relationships with an international multiple case study. As a result, we produce a framework model, which provides the answers to the following critical questions: What are the key activities through which a system supplier provides value for the customer? What are the system supplier's roles for the customer? How does the customer's strategy and capabilities influence the customer's need for the supplier's activities and its evaluation of potential suppliers? And, how does the stage of the supplier-customer relationship and the system's technology cycle influence the customer's perceived need for the supplier's activities? In sum, the framework model provides a major theoretical contribution to more profoundly understand and manage complex system supplier-customer relationships.     

The sites and practices of business models

This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.     

Benefits of using hybrid business models within a supply chain

Today's competition between supply chains (SC) requires optimized strategies in order to satisfy customers’ demands. The business models used by the SC members play a big role in this delivery of value to the customer. From here the notion that a mismatch between the intended market and the business model used to address it translates into a poor SC performance. As real-life business environments have become really complex, SC members have been forced to use hybrid business models (that is, the integration of features of two different business models). A review of the literature in the area of supply chain management shows that past research have not paid much attention to this issue. The objective of this paper is to quantitatively evaluate the influence these hybrid business models have on the SC performance. For this purpose, a system dynamics (SD) simulation model is developed and tested under different operational conditions, so conclusions can be derived regarding the benefits of the use of hybrid business models.     

Business model innovation: The effects of exploratory orientation,opportunity recognition,and entrepreneurial bricolage in an emerging economy

Business model innovation takes shape through a process of experimentation. This study holds that exploratory orientation is a key initiating factor of the experimentation process, and opportunity recognition and entrepreneurial bricolage both are actions constituting this process and thereby serve as conduits between exploratory orientation and business model innovation. Based on a survey data of Chinese firms, this study finds the positive relationship between exploratory orientation and business model innovation is mediated by opportunity recognition and entrepreneurial bricolage. The findings not only enrich the discipline’s knowledge on the antecedents of business model innovation but also extend the implications of exploratory orientation, opportunity recognition, and entrepreneurial bricolage to business model innovation.