Abstract:Strategic entrepreneurship combines the exploitation of current advantages with the exploration of future opportunities, which is of great significance to the development of new business models. This paper explores how strategic entrepreneurship affects the business model evolution with a case study on “Shining 3D”, a well-known Chinese company in the 3D printing industry. The results show that with the changes of external environment and internal resources, firms will choose different strategic entrepreneurial orientation patterns, take corresponding resource orchestration behaviors, and ultimately facilitate the evolution of different business models. The details are as follows:Firstly, strategic entrepreneurial orientation refers to the degree of a firm’s engagement in exploratory and exploitative activities. Exploitation here is the refinement and extension of existing competencies, resources, and paradigms, while exploration means exploring new fields and seizing new opportunities. Responding to the changes of the external environment and internal resources, a firm’s strategic entrepreneurial orientation is characterized by the sequence of “strong exploitation-weak exploration”, “strong exploration-weak exploitation”, and “strong exploitation-strong exploration”.Secondly, strategic entrepreneurial orientation can affect resource orchestration. Due to the limited internal resources, a firm usually takes full advantage of available resources at the early stage. With the accumulation of resources and capabilities, the firm will focus more on integrating the resources to create more value. As the firm’s strength and the uncertainty of the environment gradually increase, the firm will seek to coordinate with external organizations, and ultimately achieve mutual benefit. Herein, resource orchestration presents a path of “bricolage-integration-collaboration”.Thirdly, business models evolve under the combined effect of strategic entrepreneurial orientation and resource orchestration. At the early stage with limited quantity of internal resources and less uncertainty of external environment, the firm tends to choose the orientation pattern of “strong exploitation-weak exploration”, forming an exploitative business model through bricolage-resource orchestration. As the quantity of internal resources and the uncertainty of external environment increase, the firm’s orientation will convert to the “strong exploration-weak exploitation” pattern for more room to grow. In this orientation, the firm is more likely to develop an explorative business model by integrating resource orchestration. In highly uncertain external environment, the firm with sufficient internal resources is more likely to adopt the “strong exploitation-strong exploration” pattern with collaborative resource orchestration and evolve into the business model of “ambidexterity”. Thus, the business model of the firm goes through the evolution process of “exploitation-exploration-ambidexterity”.The study offers the following contributions: (1) We have argued the importance of simultaneously utilizing current advantages and exploring new development opportunities. Strategic entrepreneurship helps firms quickly adapt to the complex and dynamic environment and achieve continuous development. From the systemic and dynamic perspective of strategic entrepreneurship, which is seldom found in present researches, we examined the process and mechanism for evolution of business models; (2) We have proposed a new evolution logic of “external environment / internal resources→strategic entrepreneurial orientation→resources orchestration→business model”. Taking the internal and external factors into account, we have more systematically revealed the driving forces, dominant mechanism and behavior patterns of business model evolution from the combinative perspective of strategic entrepreneurship and resource orchestration; (3) We have offered a more profound understanding of ambidextrous business model from the perspective of strategic entrepreneurship. We have redefined the dimensions of the ambidextrous business model based on two behaviors (namely, exploitation and exploration) rather than the two traditional themes (namely, efficiency and novelty). In a highly dynamic environment, the ambidextrous business model can be the best choice for enterprises as it can balance the behaviors of exploitation and exploration dynamically to ensure the firms’ competitive advantages and continuous development. This finding enriches the connotation of ambidextrous business model and reveals the trend towards such a business model as well as the mechanism of its evolution.
许强, 陈紫娴, 梁灿英, 廖素琴. 战略创业视角下商业模式的演变机理研究[J]. 浙江大学学报(人文社会科学版), 2022, 52(6): 86-101.
Xu Qiang, Chen Zixian, Liang Canying, Liao Suqin. The Evolution Mechanism of Business Models from the Perspective of Strategic Entrepreneurship: A Case Study of Shining 3D. JOURNAL OF ZHEJIANG UNIVERSITY, 2022, 52(6): 86-101.
1 Sj?din D.R., Parida V. & Jovanovic M. et al., “Value creation and value capture alignment in business model innovation: a process view on outcome-based business models,” The Journal of Product Innovation Management, Vol. 37, No. 2 (2020), pp. 158-183. 2 Demil B. & Lecocq X., “Business model evolution: in search of dynamic consistency,” Long Range Planning, Vol. 43, No.2 (2010), pp. 227-246. 3 Lisboa A., Skarmeas D. & Lages C., “Entrepreneurial orientation, exploitative and explorative capabilities, and performance outcomes in export markets: a resource-based approach,” Industrial Marketing Management, Vol. 40, No. 8 (2011), pp. 1274-1284. 4 项国鹏、杨卓、罗兴武: 《价值创造视角下的商业模式研究回顾与理论框架构建——基于扎根思想的编码与提炼》,《外国经济与管理》2014年第6期,第32-41页。 5 刘刚: 《创业企业商业模式的多层次结构创新——基于战略创业的欧宝聚合物案例分析》,《中国工业经济》2018年第11期,第174-192页。 6 张璐、周琪、苏敬勤等: 《基于战略导向与动态能力的商业模式创新演化路径研究——以蒙草生态为例》,《管理学报》2018年第11期,第1581-1590,1620页。 7 张璐、周琪、苏敬勤等: 《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》,《管理评论》2019年第9期,第219-230页。 8 Ireland R. D., Hitt M. A. & Sirmon D. G., “A model of strategic entrepreneurship: the construct and its dimensions,” Journal of Management, Vol. 29, No. 6 (2003), pp. 963-989. 9 Baert C., Meuleman M. & Debruyne M. et al., “Portfolio entrepreneurship and resource orchestration,” Strategic Entrepreneurship Journal, Vol. 10, No. 4 (2016), pp. 346-370. 10 Velu C., “A systems perspective on business model evolution: the case of an agricultural information service provider in India,” Long Range Planning, Vol. 50, No. 5 (2017), pp. 603-620. 11 Amit R. & Zott C., “Value creation in E-business,” Strategic Management Journal, Vol. 22, No. 6-7 (2001), pp. 493-520. 12 Osiyevskyy O. & Dewald J., “Explorative versus exploitative business model change: the cognitive antecedents of firm-level responses to disruptive innovation,” Strategic Entrepreneurship Journal, Vol. 9, No. 1 (2015), pp. 58-78. 13 Hu B. L. & Chen W. Q., “Business model ambidexterity and technological innovation performance evidence from China,” Technology Analysis & Strategic Management, Vol. 28, No. 5 (2016), pp. 583-600. 14 胡保亮: 《商业模式、创新双元性与企业绩效的关系研究》,《科研管理》2015年第11期,第29-36页。 15 肖红军、阳镇: 《可持续性商业模式创新:研究回顾与展望》,《外国经济与管理》2020年第9期,第3-18页。 16 Casadesus-Masanell R. & Ricart J. E., “From strategy to business models and onto tactics,” Long Range Planning, Vol. 43, No. 2 (2010), pp. 195-215. 17 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》,《管理评论》2015年第11期,第217-230页。 18 冯立杰、李康、王鑫等: 《RPV理论视角下后发企业商业模式创新演进机理研究》,《管理现代化》2019年第4期,第50-53页。 19 张敬伟、杜鑫、田志凯等: 《新企业商业模式图式的演化过程与机制——拼凑视角下的案例研究》,《管理评论》2019年第6期,第213-224页。 20 Azadegan A., Patel P. C. & Zangoueinezhad A. et al., “The effect of environmental complexity and environmental dynamism on lean practices,” Journal of Operations Management, Vol. 31, No. 4 (2013), pp. 193-212. 21 乔晗、贾舒喆、张思等: 《商业模式二次创新和制度环境共演的过程与机制:基于支付宝发展历程的纵向案例研究》,《管理评论》2020年第8期,第63-75页。 22 王子阳、魏炜、朱武祥等: 《商业模式视角下的天虹数字化转型路径探索》,《管理学报》2020年第12期,第1739-1750页。 23 王水莲、刘莎莎: 《海尔集团商业模式演进案例研究:“因时而变”的企业》,《科学学与科学技术管理》2016年第4期,第70-78页。 24 吴晓波、赵子溢: 《商业模式创新的前因问题:研究综述与展望》,《外国经济与管理》2017年第1期,第114-127页。 25 张越、赵树宽: 《基于要素视角的商业模式创新机理及路径》,《财贸经济》2014年第6期,第90-99页。 26 杨俊、张玉利、韩炜等: 《高管团队能通过商业模式创新塑造新企业竞争优势吗?——基于CPSEDII数据库的实证研究》,《管理世界》2020年第7期,第55-76,88页。 27 Hitt M. A., Ireland R. D. & Sirmon D. G. et al., “Strategic entrepreneurship: creating value for individuals, organizations, and society,” Academy of Management Perspectives, Vol. 25, No. 2 (2011), pp. 57-75. 28 Sirmon D. G. & Hitt M. A., “Managing resources: linking unique resources, management, and wealth creation in family firms,” Entrepreneurship Theory and Practice, Vol. 27, No. 4 (2003), pp. 339-358. 29 Sirmon D. G., Hitt M. A. & Ireland R. D. et al., “Resource orchestration to create competitive advantage: breadth, depth, and life cycle effects,” Journal of Management, Vol. 37, No. 5 (2011), pp. 1390-1412. 30 张青、华志兵: 《资源编排理论及其研究进展述评》,《经济管理》2020年第9期,第193-208页。 31 范黎波、林琪: 《平台企业资源管理能力构建及演化路径——基于资源理论的双案例研究》,《经济管理》2020年第9期,第49-63页。 32 邓渝: 《“做正确的事与正确地做事”:资源编排视角下的创业企业绩效》,《外国经济与管理》2021年第5期,第34-46页。 33 荆浩、尹薇: 《资源编排视角下创业企业商业模式创新研究》,《财会通讯》2021年第14期,第173-176页。 34 黄昊、王国红、邢蕊等: 《创业导向与商业模式创新的匹配对能力追赶绩效的影响——基于增材制造企业的多案例研究》,《中国软科学》2019年第5期,第116-130页。 35 Mazzei M. J., Ketchen D. J. & Shook C. L., “Understanding strategic entrepreneurship: a ‘theoretical toolbox’ approach,” International Entrepreneurship and Management Journal, Vol. 13, No. 2 (2016), pp. 631-663. 36 Demil B., Lecocq X. & Ricart J. E. et al., “Introduction to the SEJ special issue on business models: business models within the domain of strategic entrepreneurship,” Strategic Entrepreneurship Journal, Vol. 9, No. 1 (2015), pp. 1-11. 37 Eisenhardt K., “Building theories from case study research,” The Academy of Management Review, Vol. 14, No. 4 (1989), pp. 532-550. 38 戴维奇、魏江: 《创业心智、战略创业与业务演化》,《科学学研究》2015年第8期,第1215-1224,1231页。 39 Woolley J., “Technology emergence through entrepreneurship across multiple industries: technology emergence through entrepreneurship,” Strategic Entrepreneurship Journal, Vol. 4, No. 1 (2010), pp. 1-21. 40 阳银娟、陈劲: 《战略创业对组织学习的影响——基于杭开集团的案例研究》,《技术经济》2018年第11期,第78-85页。 41 Schr?der K., Tiberius V. & Bouncken R. B. et al., “Strategic entrepreneurship: mapping a research field,” International Journal of Entrepreneurial Behaviour & Research, Vol. 27, No. 3 (2021), pp. 753-776. 42 李永发、罗媞: 《初创企业未获取价值与商业模式创新》,《科技进步与对策》2019年第11期,第25-33页。 43 李志刚、刘金、李兴旺等: 《双元创新视角下老字号企业商业模式创新内在机理——基于德州扒鸡的纵向案例研究》,《管理学报》2021年第10期,第1512-1523页。 44 郭淳凡、陈祎笑、吴小节: 《互动导向下的服务创新能力演进机制——基于资源编排视角的携程案例研究》,《管理案例研究与评论》2021年第1期,第50-65页。 45 朱明洋、张玉利、张永强: 《民营科技企业成长过程中商业模式双元演化研究》,《科学学与科学技术管理》2017年第10期,第26-40页。