管理评论

›› 2019, Vol. 31 ›› Issue (9): 219-230.

• 商业模式 • 上一篇    下一篇

新创企业如何实现商业模式创新？——基于资源行动视角的纵向案例研究

张璐1,2, 周琪1,3, 苏敬勤4, 长青1,5   

  1. 1. 内蒙古工业大学经济管理学院, 呼和浩特 010051;
    2. 中国人民大学商学院, 北京 100872;
    3. 南开大学商学院, 天津 300000;
    4. 大连理工大学经济管理学院, 大连 116024;
    5. 中南财经政法大学会计学院, 武汉 430064
  • 收稿日期:2018-03-22 出版日期:2019-09-28 发布日期:2019-09-29
  • 通讯作者: 长青(通讯作者),内蒙古工业大学经济管理学院教授,中南财经政法大学会计学院博士生导师,博士
  • 作者简介:张璐,内蒙古工业大学经济管理学院副教授,硕士生导师,中国人民大学博士后;周琪,内蒙古工业大学经济管理学院硕士研究生;苏敬勤,大连理工大学经济管理学院教授,博士生导师,博士。
  • 基金资助:

    国家自然科学基金项目（71962027）；内蒙古自然科学基金项目（2018MS07012）；内蒙古高等学校“青年科技英才计划”（NJYT-19-B17）。

How Can Entrepreneurial Firms Realize Business Model Innovation?——A Vertical Case Study Based on Resource-focused Action Perspective

Zhang Lu1,2, Zhou Qi1,3, Su Jingqin4, Chang Qing1,5   

  1. 1. Schoolof Economics and Management, Inner Mongolia University of Technology, Hohhot 010051;
    2. School of Business, Renmin University of China, Beijing 100872;
    3. School of Business, Nankai University, Tianjin 300000;
    4. School of Economics and Management, Dalian University of Technology, Dalian 116024;
    5. School of Accounting, Zhongnan University of Economics and Law, Wuhan 430064
  • Received:2018-03-22 Online:2019-09-28 Published:2019-09-29

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摘要：

取蒙草生态为案例研究对象，通过商业模式更新迭代过程中战略导向与动态能力对资源行动的作用分析，揭示新创企业商业模式的形成机理及创新路径。首先通过对内蒙古蒙草生态环境（集团）股份有限公司（蒙草生态）商业模式的创新过程进行纵向案例分析，进一步探讨企业如何通过战略导向选择和动态能力构建进行资源配置和行动模式选择，剖析并最终归纳出资源行动作用下新创企业商业模式的形成机理及创新路径。研究发现：新创企业资源行动受战略导向与动态能力协同匹配的作用影响，且会经历“拼凑—编排—协奏”的演化过程；资源行动带来的有效资源整合和流程创新促进企业商业模式形成，并随资源行动演化实现“市场需求型商业模式—技术创新型商业模式—共享开放型商业模式”的创新演进过程。

关键词: 商业模式, 资源行动, 战略导向, 动态能力, 创新路径

Abstract:

By selecting the M-Grass Ecology case as the study object, this paper analyzes the effect of strategic orientation and dynamic capability to resource-focused action in the process of the updating business models. Additionally, the study reveals the formation mechanism and innovation methods of entrepreneurial firms' business models. After conducting a longitudinal case study of the innovation process of the ecological business model in the objective company, the first part of this paper discusses how start-ups choose resources and action models through strategic-oriented selection and dynamic capability construction. This part further analyzes and summarizes the formation mechanism and innovation methods of entrepreneurial firms' business model under the effect of resource-focused actions. The result of the analysis shows that strategic orientation and dynamic capability mutually affect resource-focused actions in the start-up companies. Meanwhile, those resource-focused actions evolve in a three-stage process:Bricolage stage, Configuration stage, and Orchestration stage. Resource-focused actions generate effective resource integration and process innovation. Those innovation and integration format the business models, which along with the evolution process of resource-focused actions could realize the evolution innovation process of "market-demand business model"-"technology-innovative business model"-"shared open business model".

Key words: business model, resource-focused action, strategic orientation, dynamic capability, innovation path