Empowerment, Value Co-creation and Strategic Entrepreneurship: Longitudinal Case Study Between Handu Group and Phnix

Abstract

Abstract:

This paper aims to solve the dilemma of ‘resource constraint’ and ‘resource redundancy’ in strategic entrepreneurship by the case study of longitudinal comparison between Handu Group and PHNIX.It demonstrates that strategic entrepreneurship is a process of value co-creation based on employee and customer empowerment.In the pilot phase, enterprise creates the environment of value co-crea-tion for employees via structure empowerment and utilizes more of ‘redundant resources’ by benefit-sharing mechanism, achieving new business opportunities and innovation advantages at institutional level.In the copy phase, enterprise consolidates the value co-creation a-mong teams by leader empowerment and optimizes the redundant resources through cause-sharing mechanism, acquiring emerging mar-keting opportunity and innovation advantages across multi-fields.In the evolution phase, enterprise optimizes the value co-creation be-tween employee and customer using psychological and customer empowerment, promotes resource opening by density-sharing mechanism and breaks through the difficulties of resource constraint in entrepreneurship, grasping new constructing opportunities and innovation ad-vantage in ecology.This study is notably significant for enterprises to drive strategic entrepreneurship forward by value co-creation promo-ted by empowerment in theoretical and practical respects.

Key words: empowerment, value co-creation, strategic entrepreneurship, case study

Zhou Wenhui, Yang Miao, Wang Pengcheng, Wang Chang. Empowerment, Value Co-creation and Strategic Entrepreneurship: Longitudinal Case Study Between Handu Group and Phnix[J]. , 2017, 29(7): 258-272.

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