管理评论 ›› 2021, Vol. 33 ›› Issue (6): 340-352.

• 案例研究 • 上一篇    

双加工视角下制造业在位企业可持续商业模式演化研究——基于陕西鼓风机集团2001—2017的纵向案例

鲁迪1, 缪小明1, 尚甜甜2   

  1. 1. 西北工业大学管理学院, 西安 710129;
    2. 西安工业大学经济管理学院, 西安 710021
  • 收稿日期:2020-11-09 发布日期:2021-07-03
  • 通讯作者: 鲁迪(通讯作者),西北工业大学管理学院博士研究生
  • 作者简介:缪小明,西北工业大学管理学院教授,博士生导师,博士;尚甜甜,西安工业大学经济管理学院讲师,博士。
  • 基金资助:
    国家社会科学基金一般项目(18BGL033);教育部人文社会科学研究规划项目(19YJA790085)。

Research on the Sustainable Business Model Evolution of Manufacturing Incumbents from the Dual Process Perspective——A Longitudinal Case of Shaanxi Blower Group of 2001-2017

Lu Di1, Miao Xiaoming1, Shang Tiantian2   

  1. 1. School of Management, Northwestern Polytechnical University, Xi'an 710129;
    2. School of Economics and Management, Xi'an Technological University, Xi'an 710021
  • Received:2020-11-09 Published:2021-07-03

摘要: 近年来,可持续商业模式成为企业管理研究领域的重要议题。作为行业的主要参与者,在位企业如何构建可持续商业模式成为商业模式创新研究的核心问题。本文采用双加工视角以陕西鼓风机(集团)有限公司为例,展开纵向案例分析,揭示了两种认知加工过程对在位企业实现可持续商业模式的影响,并阐明在位企业可持续商业模式的演化机理。研究发现:(1)分析式加工适合于较高动荡性或较高复杂性的环境,而启发式加工适合于动荡性和复杂性两者都高或都低的环境;(2)高层管理者借助分析式与启发式加工的时序性交互作用,促使在位企业可持续商业模式关注范围逐渐从自身扩展到用户,再到市场利害相关者,最终到非市场利害相关者;(3)在位企业可持续商业模式演化经历被动、反应、战略与前瞻四个阶段,逐步实现从传统商业模式创新到社会导向可持续商业模式创新,再到技术导向可持续商业模式创新,最后到组织导向可持续商业模式创新的过程。

关键词: 在位企业, 启发式加工, 分析式加工, 可持续商业模式

Abstract: In recent years, sustainable business models have become an important topic in the field of corporate management research. As the major player in the industry, how incumbent firms achieve sustainable business models has become a core question in the business model innovation research. From the dual process perspective, this paper takes Shaanxi Blower Group as an example to conduct a longitudinal case study and reveals how dual cognitive processes influence incumbents’ building of sustainable business models and how incumbents’ sustainable business models evolve. The study finds that: (1) Analytical processes are suitable for environments with high turbulence or high complexity, while heuristic processes are suitable for environments with low or high turbulence and complexity. (2) Top managers, through the sequential interaction of analytical processes and heuristic processes, enable the focus on incumbents’ sustainable business models to gradually expand from themselves to users, then to market stakeholders, and ultimately to non-market stakeholders. (3) Incumbents’ sustainable business model evolution has undergone four phases of inactive, reactive, strategic and proactive, and gradually evolved from traditional business model innovation, to socially oriented sustainable business model innovation, to technologically oriented sustainable business model innovation, and finally to organizationally oriented sustainable business model innovation.

Key words: incumbent firms, heuristic processes, analytic processes, sustainable business models