不同产业集群模式下中小企业商业模式创新研究

为了更好地促进不同产业集群模式下中小企业的创新发展,依据产业集群产生的动力源类型、来源及其路径,把现有的产业集群发展模式归纳为市场导向、多核式、产业转移、规划引导4种类型。针对不同集群模式下中小企业的赋存与运营特点,将中小企业划分为配套型与市场型2种类型。在界定商业模式创新类型定位的基础上,围绕商业模式创新系统构成要素提出了2种商业模式创新:挖掘型创新和调整型创新。认为配套型宜采用挖掘型创新,市场型宜采用调整型创新。运用所构建的商业模式创新系统,围绕洞察价值、创造价值、传递价值、获取价值商业模式等创新系统构成要素,分别探讨了2种不同类型中小企业商业模式创新的实现路径。研究结果对中小企业摆脱发展困境具有一定的借鉴价值,可为不同产业集群模式内中小企业的商业模式创新提供思路。     

不确定环境下企业战略变革主导逻辑新范式

企业战略变革是不确定环境下企业“做大做强”和“永续发展”的重要生存法则。而战略变革主导逻辑范式作为企业战略变革问题研究的核心与关键，在传统范式受到挑战的新形势下，呼唤新的战略变革逻辑范式。本文在对战略变革主导逻辑研究的相关概念与思维观念界定的基础上，构建了“战略变革主导逻辑范式分析框架”，并具体提出了“战略先应式”、“战略反应式”、“战略后应式”与“战略因应式”四种战略变革主导逻辑范式。     

大型煤炭集团营销商业模式创新的思考

商业模式创新（business model innovation）概念的核心足价值创造,是指企业价值创造的基本逻辑,即企业在一定的价值链或价值网络中如何向客户提供产品和服务并获取利润,、对于致力于成为中国煤炭能源供应商领军企业的山东能源集团来说,当前形势下,如何做强煤炭营销和物流业务板块,改变企业“一煤独大”格局,重构企业商业模式,足摆在面前的一个严峻课题。     

面向低收入群体的商业模式创新

对企业的BOP战略与面向BOP市场的商业模式创新问题的研究，不仅具有重大且长远的经济意义和社会意义。而且还有重要的理论价值。本本从战略目标的视角将企业的BOP战略划分为市场开发型BOP战略、资源开发型BOP战略和资源一市场开发型BOP战略三种基本类型．且每种BOP战略都对应着相应类型的商业模式创新。同时．三种BOP战略与企业的基本竞争战略之间也存在着对应关系。通过对企业能力的界定。初步构建了企业关键能力与BOP战略之间的匹配模型。进而建立起竞争战略、企业能力与面向BOP市场的商业模式创新三者之间的逻辑关系。     

数字经济时代国有煤企改革的价值逻辑与实施路径

随着我国社会全面走向数字经济时代,数字化改革成为国有煤炭企业实现高质量发展的重要途径。本研究揭示了国有煤炭企业数字化改革的价值逻辑,并沿着"价值主张—价值形成—价值传递—价值创造—价值增值"的价值链视角,从发展理念、顶层设计、投资结构、管理运营、创新体系、文化管理、信息平台、生产管理、安全管理、煤矿建设、质量管理、商业模式和营销模式等方面探索了数字化改革实施路径,为数字经济时代国有煤炭企业改革提供了理论指导和实践指南。     

现代化企业管理体系的探索

本文从多方面探讨了现代化企业管理体系的要素、模式和类型问题。作者认为管理劳动作为生产劳动,同操作劳动一样参与了使用价值和价值的创造,管理劳动和操作劳动是企业总体系中的两个子体系。企业管理体系由企业战略、管理内容和管理框架三个要素所构成。中国化的企业管理体系是由“七个结合”组合而成的基本模式。其具体类型有四种,即类别型模式、功能型模式、阶段型模式和混合型模式並均有相应图式。作者认为,“现代化”包含了时间上、空间上、水平上、科学上、实践上五个方面的含义,又有“自我”现代化和“借入”现代化两个方面。作者还对现代化企业管理系统的具体标志和实现途径,作了探讨。     

基于价值网络重构的企业商业模式创新

建构价值网络逐步成为企业商业模式创新的重要方式,但狭义的价值网络观对企业盈利机理的解释并未突破价值链将投入转换为产品的传统逻辑。本文从更广义的价值生态系统角度剖析网络价值交换逻辑和企业价值的实现机理,从网络重构出发分析了五种不同的商业模式创新路径。本文认为,受竞争压力与技术变迁的推动,网络组织的价值创造逻辑呈现颠覆性变化:顾客价值创造与企业价值实现的分离。这种分离导致许多企业即使实现了顾客价值最大化也未必产生收入,尤其面对互联网的免费经济趋势,企业只有重构价值网络、拓展新的收入源才能实现盈利并保证商业模式的稳定性。     

红星美凯龙“落网”疑窦

在百店布局之后，与传统零售企业群体性的躁动相合拍，商业模式备受争议的红星美凯龙也加速“落网”——搞起电子商务来了。看上去，这是一个与其加速成长同步反映的战略举动，不过要指望短期内一网成擒、无网不胜，或者只是将其作为一种战略装饰而非商业模式变革的灵魂式举措，折腾的意义将大打折扣。     

互联网时代的商业模式创新:基于资源拼凑角度

在互联网时代下,一度盛行的需求为导向的商业模式正走向衰败,而以供求关系作为主导地位的网络式商业模式和价值创造正日益兴起。针对这种现状,本文基于资源拼凑的视角对商业模式创新进行理论分析。首先对商业模式创新和资源拼凑概念进行描述,然后从价值创造的载体、方式和思维逻辑三个方面对商业模式创新分别进行讨论。最后对全文进行总结并对未来进行展望。     

变革型领导对于企业创新作用的研究

本文将变革型领导理论引入企业创新领域的研究,揭示了这种领导风格对促进企业个人层面与组织层面的创新的作用。文章提出变革型领导风格可以通过形成内在动机、心理授权、组织学习、组织创新气候等路径对企业员工和组织的创新产生促进作用,进而提升企业的整体创新绩效。     

A service science perspective on business model innovation

Using four basic principles of service science, we systematically explore value-proposition design as one type of business model innovation. Service science combines organization and human understanding with business and technological understanding to categorize and explain service systems, including how they interact and evolve to cocreate value. Our goal is to apply a scientific approach to advance design and innovation in service systems. Our foundation is service-dominant logic, which provides perspective, vocabulary, and assumptions on which to build a theory. Our basic theoretical construct is the service system, entities that are dynamic configurations of four kinds of resources. Our core principles center on the way value is computed within and among entities, how interaction is based on access to resources and their capabilities, and on how value computation and interaction depend on symbol processing and language guided by mutually agreed-to value propositions. In this context, service science can inform and accelerate value-proposition design by systematizing the search for adaptive advantages that improve existing offerings, create new offerings, or reconfigure the value-creating ecosystem.     

Business model innovation and competitive imitation: The case of sponsor‐based business models

This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor‐based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist. Copyright © 2012 John Wiley & Sons, Ltd.     

Network management in the era of ecosystems: Systematic review and management framework

Business-to-business (B2B) and business network scholars have begun adopting an “ecosystem” approach to describe the increasing interdependence and co-evolution of contemporary business and innovation activities. Although the concept is useful in communicating these issues, the challenge is the lack of overall understanding of the added value of the approach, its particular theoretical logic, and its links to network management. This systematic review analyzes the usage of the ecosystem concept in B2B journals and its implications for network management. Common themes are distilled, the specific features of the ecosystem approach are examined, and four categories of the ecosystem approach are identified: (a) competition and evolution; (b) emergence and disruption; (c) stable business exchange; and (d) value co-creation. We also examine shifts in management opportunities and challenges related to these developments. Finally, we suggest a revised network management framework, where we address the implications of utilizing an ecosystem layer for the analysis, as well as using the ecosystem as a perspective in the management of business and innovation networks. Overall, this study contributes to the literature by providing a coherence-seeking, systematic outlook on the increasingly useful, but still nascent and ambiguously utilized ecosystem approach.     

Building competences for new customer value creation: An exploratory study

Recent marketing literature suggests companies to become market driving (proactive business logic, changing the rules of the market) instead of market driven (reactive business logic, customer-led). This transformation implies that companies are able to boost their capacity to create new customer value. Based on survey data of business-to-business markets, we advance a tentative model that links competence development to new customer value creation. Although exploratory in its nature, our study exhibits that companies should build three types of competences: marketing practices for external knowledge absorption, general organizational competences and supply chain/network competences. Using cluster analysis, we are able to further link these competences to the capacity of new value creation. Four clusters are detected with different degrees of expertise in new value creation and each displaying their own profile of competences. Becoming market driving requires an integrated and balanced view on marketing practices.     

Product Innovation Processes in Small Firms: Combining Entrepreneurial Effectuation and Managerial Causation

This article reports a multimethod study of product innovation processes in small manufacturing firms. Prior studies found that small firms do not deploy the formalized processes identified as best practice for the management of new product development (NPD) in large firms. To explicate small firms' product innovation, this study uses effectuation theory, which emerged from entrepreneurship research. Effectuation theory discerns two logics of decision‐making: causation, assuming that means are selected to attain goals; and effectuation, assuming that goals are created based upon available means. The study used a process research approach, investigating product innovation trajectories in five small firms across 352 total events. Quantitative analyses revealed early effectuation logic, which increasingly turned toward causation logic over time. Further qualitative analyses confirmed the use of both logics, with effectual logic rendering product innovation resource‐driven, stepwise, and open‐ended, and with causal logic used especially in later stages to set objectives and to plan activities and invest resources to attain objectives. Because the application of effectuation logic differentiates the small firm approaches from mainstream NPD best practices, this study examined how small firms' product innovation processes deployed effectuation logic in further detail. The small firms: (1) made creative use of existing resources; (2) scoped innovations to be realizable with available resources; (3) used external resources whenever and wherever these became available; (4) prioritized existing business over product innovation projects; (5) used loose project planning; (6) worked in steps toward tangible outcomes; (7) iterated the generation, selection, and modification of goals and ideas; and (8) relied on their own customer knowledge and market probing, rather than early market research. Using effectuation theory thus helps us understand how small firm product innovation both resembles and differs from NPD best practices observed in larger firms. Because the combination of effectual and causal principles leverages small firm characteristics and resources, this article concludes that product innovation research should more explicitly differentiate between firms of different sizes, rather than prescribing large firm best practices to small firms.     

How to approach business model innovation: the role of opportunities in times of (no) exogenous change

Firms need to show dynamic adaptability and innovate their business models to achieve survival and growth, in particular when they are exposed to high levels of exogenous change. However, business model innovation also takes place in the absence of exogenous change. We know relatively little about firms’ approaches to opportunities for business model innovation in both of these environmental settings. The objective of this study is to understand how firms exposed to various environmental conditions explore and exploit business model innovation opportunities. In a qualitative multiple case analysis, the study compares the approaches to business model innovation used by four firms exposed to high levels of exogenous change with those of four firms operating in the absence of exogenous change. The findings are contrasted with entrepreneurial opportunity discovery and creation theories. The results reveal that firms exposed to high levels of exogenous change focus on discovering objective opportunities, whereas firms operating in the absence of exogenous change concentrate on creating opportunities for business model innovation. However, this study revealed that when the firms further explore and exploit these opportunities, they tend to combine the behaviours that the two opportunity perspectives suggest. This study contributes to the literature on business model innovation by emphasising the relationship between environmental context and approach to business model innovation and by reinforcing the link with entrepreneurship theory.     

Measuring business model innovation: conceptualization,scale development,and proof of performance

Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.