高成长企业主导逻辑与价值共创适配演化——小米纵向案例研究

在创业和战略研究领域，关于高成长企业如何在动荡竞争环境下通过不断调整策略扩大规模并维持快速增长这一问题，学者们具有不同的洞见。采用纵向单案例研究方法，以北京小米科技有限责任公司为研究对象，基于企业成长过程视角，探索高成长企业在不确定性环境下通过互动合作与资源整合实现主导逻辑转变、追求独特成长模式的过程。结果发现：①机会窗口和成长压力驱动企业高成长，其主导逻辑经历从爆品逻辑、平台逻辑到生态逻辑的演化过程；②高成长企业成长过程中，历经个体、组织和生态间价值共创，具体表现为从交互式价值共创到赋能式价值共创最终转变为开放式价值共创；③基于“认知—行为”逻辑，高成长企业主导逻辑、价值共创方式与成长轨迹存在适配关系，爆品逻辑依靠交互式价值共创突破资源约束，平台逻辑通过赋能式价值共创激活冗余资源，生态逻辑利用开放式价值共创摆脱资源依赖。结论有助于拓展高成长企业发展理论，促进高成长过程中企业认知与行为匹配。

The Fit Evolution of High Growth Firms' Dominant Logic and Value Co-creation：A Longitudinal Case of Xiaomi

Although a large number of high-growth firms have emerged with the development of mobile Internet and digital technology, research has suggested that only a small proportion of firms can maintain rapid growth over time, so they attract academic and practical attention by continuous expansion in scale and maintain rapid growth in a turbulent competitive environment. Since most studies have analyzed the high-growth firms from a static perspective, and fail to discuss the basic characteristics and stages of the high-growth firm from the perspective of process and ignores the dynamic variability and lack theoretical insights into the dynamic process of scaling-up. It is still unknown how the process of scaling-up is rooted in managerial and organizational actions that involve the interplay between both cognitive and behavioral processes. There is the urgent need to sort out the specific strategies and behaviors needed to successfully surmount the management challenges faced by high-growth firms. #br#In strategic research, dominant logic is considered to be the mindset in the process of achieving goals or strategic decision-making, as well as the management cognition of organization thinking and guiding strategic behaviors to cope with the changing environment opportunities, especially when firms need to maintain high-growth,they need to expand the scope of resource acquisition, break through resource constraints and promote the optimization of redundant resources. Timely adjustment of dominant logic largely reflects the resource bottleneck faced by firms in their high growth stage, and value co-creation, as an organizational behavior of interaction, cooperation and resource integration among value participants, is the most effective way to break through the bottlenecks of resource allocation and integration.#br#According to the three major factors in the growth process of high-growth firms,this paper selects Xiaomi as the research object, explores how high-growth firms realize the transformation of dominant logic based on the logic chain of environment-cognition-behavior-result and pursues a unique growth model driven by uncertain environment through interaction, cooperation and resource integration. Through the participatory observation and a semi-structured interview, the whole process data of the case enterprise is collected. According to the dynamic transformation of Xiaomi's dominant logic, the study divides its high growth process into three stages: initial, growth and expansion.#br#The analysis results show that in the initial stage, driven by technology window and survival pressure, Xiaomi realized interactive value co-creation with consumers through dominant logic of extreme cost performance, and managed to cope with the resource constraints of start-ups, and accumulated a large number of users through the unique fan culture, so as to spread and sell its explosive products more effectively and promote the scale-ups. In the growth stage, driven by institutional window and growth pressure, Xiaomi realized the enabling value co-creation with the ecological chain through the platform dominant logic of cross-edge network effect, supported start-ups and revitalizes its core redundant resources by giving them more autonomy to share common technical framework, user data and retail channels, so that Xiaomi had plenty of followersand achieve leap growth. In the expansion stage, driven by market window and profit pressure, Xiaomi realized open value co-creation with its partners through the ecological dominant logic of mutualism. It expanded offline channels with the help of partners, got rid of its dependence on original online resources and ecological chain enterprised, and establishes Xiaomi intelligent hardware IoT symbiotic ecosystem. #br#Different from existing literature on enterprise dominant logic with focus on single static dominant logic,this paper proposes the influence of opportunity window and growth pressure on dominant logic which breaks through the theoretical framework of traditional dominant logic research and elevates the research of dominant logic to the strategic level. Moreover,this study identifies the matching between firm cognition and behavior when high-growth firms face uncertainty in a dynamic changing environment. Firms need to timely transform their dominant logic according to the rapidly changing market environment and cooperate with multi-parties on value co-creation to achieve sustained and rapid growth.#br#