战略性新兴产业情境下的企业商业模式动态转换:基于太阳能光伏企业案例

摘要/Abstract

摘要：

本文采用单案例探索研究方法,以太阳能光伏企业为案例对象,从动态视角研究了战略性新兴产业中企业商业模式转换。研究发现:商业模式的转换经历了修补和再造两个过程,其中修补是对原有模式的有限调整,再造是对原有模式的彻底更新;商业模式的转换动因来自于利用市场机会和探索市场机会,前者是企业利用新的市场机遇来拓展相关业务领域,后者是企业进一步挖掘市场机会来扩大现有业务;交易型和共生型商业模式是转换过程所涌现的两种商业模式类型,交易型模式侧重于企业与用户之间的直接相互交换价值,共生型模式注重于企业与用户共同创造价值。在此基础上,本文将转换动因、转换过程与商业模式类型相匹配,构建了商业模式动态转换模型。本文深入了战略性新兴产业的微观研究,延伸了商业模式的动态研究,对指导此类企业商业运营具有重要价值。

关键词: 战略性新兴产业, 动态转换, 商业模式

Abstract:

Applying single explorative case study method, this paper takes a solar photovoltaic company as a case study to explore the transformation of business model(BM) from the dynamic perspective. The study shows that:1) thetransformation of BM is organized into two processes, one is patching that is defined as remapping the BM, the other is reinventing that is defined as reshaped BM; 2) there are two reasons for the transformation:to utilize opportunities and to explore opportunities; the former is to expand related business, the latter is to expand existing business; 3) transactional BM and symbiotic BM are two main types during the periods of transformation, the focus of transactional BM is value exchange and the focus of symbiotic BM is value co-creation. On this basis, the paper constructs a dynamical transformation model of BM by matching transformation process, transformation motivations and types of BM. The paper complements the strategic and emerging industries literature, expands the dynamic study of BM in depth, and can guide the operations and practices of business management.

Key words: strategic and emerging industries, dynamic transformation, business model

武光, 欧阳桃花, 姚唐. 战略性新兴产业情境下的企业商业模式动态转换:基于太阳能光伏企业案例[J]. , 2015, 27(11): 217-230.

Wu Guang, Ouyang Taohua, Yao Tang. Dynamic Transformation of Business Model in Strategic and Emerging Industries:A Case Study of Solar Photovoltaic Company[J]. , 2015, 27(11): 217-230.

参考文献

[1] 郭晓丹,宋维佳.战略性新兴产业的进入时机选择:领军还是跟进[J].中国工业经济, 2011,(5):119-128
[2] 苗圩.培育发展战略性新兴产业、加快推进产业结构调整[J].中国发展观察, 2011,(4):39-41
[3] 凌江怀,胡雯蓉.企业规模、融资结构与经营绩效——基于战略性新兴产业和传统产业对比的研究[J].财贸经济, 2012,(12):71-77
[4] 赵晶,关鑫,仝允桓.面向低收入群体的商业模式创新[J].中国工业经济, 2007,(10):5-12
[5] 李红,吕本富,申爱华.SNS网站竞争生存及商业模式创新的关键因素实证研究[J].管理评论, 2012,24(8):79-87
[6] 胡振华,黎春秋,熊勇清.基于"AHP-IE-PCA"组合赋权法的战略性新兴产业选择模型研究[J].科学学与科学技术管理, 2011,32(7):104-110
[7] 贺正楚,吴艳.战略性新兴产业的评价与选择[J].科学学研究, 2011,29(5):678-683
[8] 刘铁,王九云.区域战略性新兴产业选择过度趋同问题分析[J].中国软科学, 2012,(2):115-127
[9] 万钢.把握全球产业调整机遇培育和发展战略性新兴产业[J].求是, 2010,(1):28-30
[10] 陈衍泰,程鹏,梁正.影响战略性新兴产业演化的四维度因素分析——以中国风机制造业为例的研究[J].科学学研究, 2012,30(8):1188-1197
[11] 段小华.战略性新兴产业的投入方式、组织形式与政策手段[J].改革, 2011,(2):89-94
[12] 朱瑞博.中国战略性新兴产业培育及其政策取向[J].改革, 2010,(3):19-28
[13] 柳卸林,高伟,吕萍,程鹏.从光伏产业看中国战略性新兴产业的发展模式[J].科学学与科学技术管理, 2012,33(1):116-125
[14] 杨慧,宋华明,刘小斌.全过程界面管理视阈下新兴产业发展政策研究——鉴于美、日、西欧等发达国家经验[J].科学学研究, 2011,29(5):684-691
[15] 李奎,陈丽佳.基于创新双螺旋模型的战略性新兴产业促进政策体系研究[J].中国软科学, 2012,(12):179-186
[16] 韩凤晶,石春生.新兴产业企业动态核心能力构成因素的实证分析——基于中国高端装备制造业上市公司的数据[J].中国软科学, 2010,(12):166-175
[17] 董广茂,吴贵生,杨德林.新兴产业形成阶段企业能力构建的特点及其影响[J].科学学与科学技术管理, 2011,31(11):157-162
[18] 欧阳桃花,武光.基于朗坤与联创案例的中国农业物联网企业商业模式研究[J].管理学报, 2013,10(3):336-346
[19] Ghaziani A., Ventresca M. J. Keywords and Cultural Change:Frame Analysis of Business Model Public Talk:1975-2000[J]. Sociological Forum, 2005,20(4):523-559
[20] Zott C., Amit R., Massa L. The Business Model:Recent Developments and Future[J]. Research Journal of Management, 2011,37(4):1019-1042
[21] Hamel, G. Leaditig the Revolution[M]. Boston:Harvard Business School Press, 2000
[22] Teece D. J. Business Models, Business Strategy and Innovation[J]. Long Range Planning, 2010,43(2-3):172-194
[23] Chesbrough H., Rosenbloom R. The Role of The Business Model in Capturing Value from Innovation:Evidence from Xerox Corporation's Technology Spin-off Companies[J]. Industrial and Corporate Change, 2002,11(3):529-555
[24] 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
[25] Zott C., Amit R. Business Model Design:An Activity System Perspective[J]. Long Range Planning, 2010,43(2-3):216-226
[26] 原磊.商业模式体系重构[J].中国工业经济, 2007,(6):70-79
[27] 郑称德,许爱林,赵佳英.基于跨案例扎根分析的商业模式结构模型研究[J].管理科学, 2011,24(3):1-13
[28] Magretta J. Why Business Models Matter[J]. Harvard Business Review, 2002,80(5):86-92
[29] Casadesus-Masanell R., Ricart J. E. From Strategy to Business Models and onto Tactics[J]. Long Range Planning, 2010,43(2-3):195-215
[30] 魏江,刘洋,应瑛.商业模式内涵与研究框架建构[J].科研管理, 2012,33(5):107-114
[31] Johnson M. W., Christensen C. M., Kagermann H. Reinventing Your Business Model[J]. Harvard Business Review, 2008,86(12):50-59
[32] Desyllasa P., Sako M. Proting From Business Model Innovation:Evidence from Pay-As-You-Drive Auto Insurance[J]. Research Policy, 2013,42(1):101-116
[33] 李东.基于结构特征的商业模式创新:路径类型、产业效应与策略体系[J].中国软科学, 2006,(11):141-145
[34] 王琴.基于价值网络重构的企业商业模式创新[J].中国工业经济, 2011,(1):79-88
[35] Timmers P. Business Models for Electronic Markets[J]. Electronic Markets, 1998,8(2):3-8
[36] Willemstein L., Van der Valk T., Meeus M. T. H. Dynamics in Business Models:An Empirical Analysis of Medical Biotechnology Firms in the Netherlands[J]. Technovation, 2007,27(4):221-232
[37] Svejenova S., Planellas M., Vives L. An Individual Business Model in The Making:A Chef's Quest for Creative Freedom[J]. Long Range Planning, 2010,43(2-3):408-430
[38] Osterwalder A., Pigneur Y., Tucci C. L. Clarifying Business Models:Origins, Present, and Future of The Concept[J]. Communications of AIS, 2005,23(16):1-25
[39] Demil B., Lecocq X. Business Model Evolution:In Search of Dynamic Consistency[J]. Long Range Planning, 2010,43(2-3):227-246
[40] Cavalcante S., Kesting P., Ulhøi J. Business Model Dynamics and Innovation:(Re)Establishing The Missing Linkages[J]. Management Decision, 2011,49(8):1327-1342
[41] Einsenhardt K. M. Building Theories from Case Study Research[J]. Academy of Management Review, 1989,14(4):532-550
[42] Pentland B. T. Building Process Theory with Narrative:From Description to Explanation[J]. Academy of Management Review, 1999,24(4):711-724
[43] 周长辉.中国企业战略变革过程:基于中国五矿集团的研究[J].管理世界, 2005,(12):123-135
[44] Yin R. K. Case Study Research:Design and Methods(3rd)[M]. Thousand Oaks:Sage Publications, 2003
[45] Calori R. Effective Strategies in Emerging Industries[J]. Long Range Planning, 1985,18(3):55-61
[46] Macdonald R. J. Strategic Alternatives in Emerging Industries[J]. Journal of Product Innovation Management, 1985,2(3):158-169
[47] Eisenhardt K. M., Brown S. L. Patching:Restitching Business Portfolios in Dynamic Markets[J]. Harvard Business Review, 1999,77(3):72-82
[48] Vargo S. I., Lusch R. F. Evolving to A New Dominant Logic for Marketing[J]. Journal of Marketing, 2004,68(1):1-17
[49] Varadarajan P R., Rajaratnam D. Symbiotic Marketing Revisited[J]. Journal of Marketing, 1986,50(1):7-17
[50] Thorelli B. H. Network:Between Markets and Hierarchies[J]. Strategic Management Journal, 1986,7(1):37-51
[51] Ahuja G. Collaboration Networks, Structural Holes and Innovation:A Longitudinal Study[J]. Administrative Science Quarterly, 2000,45(3):425-455
[52] Granovetter M. S. Economic Action and Social Structure:The Problem of Embeddedness[J]. American Journal of Sociology, 1985,91(3):481-510
[53] 王斌,张俊芳.光伏企业商业模式分析:以赛维为例[J].科学学与科学技术管理, 2012,33(8):130-137
[54] Lee A. S., Baskerville R. L. Generalizing Generalizability in Information Systems Research[J]. Information Systems Research, 2003,14(3):221-243
[55] Walsham G. Doing Interpretive Research[J]. European Journal of Information Systems, 2006,15(3):320-330
[56] Klein H. K., Myers, M. D. A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems[J]. MIS Quarterly, 1999,23(1):67-93