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CPSED Ⅱ数据库的实证研究

Can Top Management Team Shape New Ventures' Competitive Advantages through Business Model Innovation?Empirical Evidence from CPSED Ⅱ Database

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归属学者：

韩炜

归属院系：

商学院（监察审计学院）

作者：

杨俊 ;张玉利 ; 韩炜 ;叶文平

摘要：

互联网和信息技术等新兴技术的应用诱发了商业模式创新热潮,但已有研究没有对"新企业高管团队能否通过商业模式创新来塑造竞争优势,以及该优势是否有助于改善绩效"这一问题予以合理解释。本文基于969家新三板IT企业数据统计分析的理论建构,提出了有助于解释这一问题并对未来理论检验有重要促进作用的研究命题和理论模型,对于商业模式和战略研究有着突出的理论贡献。理论模型表明:基于商业模式创新的效率优势和新颖优势的形成逻辑不同导致其存在非对称性互动强化关系,这一事实诱发了高管团队异质性影响新企业通过商业模式创新来获取竞争优势的双重机制,一旦获取竞争优势,在位企业报复性竞争所诱发的竞争损失导致这一优势并不必然会改善财务绩效,甚至可能诱发利润亏损,互补性资产可能会提升这一优势改善财务绩效的可能性。

出版日期：

2020-07-05

学科：

国民经济学; 产业经济学

收录：

CSSCI; 中国科技核心期刊

提交日期：

2020-07-31

引用参考：

杨俊;张玉利;韩炜;叶文平. 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CPSED Ⅱ数据库的实证研究[J]. 管理世界,2020(07):55-77+88.

  • dc.title
  • 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CPSED Ⅱ数据库的实证研究
  • dc.contributor.author
  • 杨俊;张玉利;韩炜;叶文平
  • dc.contributor.author
  • Yang Jun;Zhang Yuli;Han Wei;Ye Wenping;School of Management, Zhejiang University;School of Business, Nankai University;School of Business, Southwest University of Southwest University of Political Science & Law;School of Management, Jinan University
  • dc.contributor.affiliation
  • 浙江大学管理学院;南开大学创业研究中心;南开大学商学院;西南政法大学管理学院;暨南大学管理学院
  • dc.contributor.corresponding
  • 叶文平
  • dc.publisher
  • 管理世界
  • dc.publisher
  • Management World
  • dc.identifier.year
  • 2020
  • dc.identifier.issue
  • 07
  • dc.identifier.volume
  • v.36
  • dc.identifier.page
  • 55-77+88
  • dc.date.issued
  • 2020-07-05
  • dc.subject
  • 高管团队异质性;商业模式创新;效率优势;新颖优势;财务绩效
  • dc.subject
  • top management team heterogeneity;business model innovation;efficiency;novelty;financial performance
  • dc.description.abstract
  • 互联网和信息技术等新兴技术的应用诱发了商业模式创新热潮,但已有研究没有对"新企业高管团队能否通过商业模式创新来塑造竞争优势,以及该优势是否有助于改善绩效"这一问题予以合理解释。本文基于969家新三板IT企业数据统计分析的理论建构,提出了有助于解释这一问题并对未来理论检验有重要促进作用的研究命题和理论模型,对于商业模式和战略研究有着突出的理论贡献。理论模型表明:基于商业模式创新的效率优势和新颖优势的形成逻辑不同导致其存在非对称性互动强化关系,这一事实诱发了高管团队异质性影响新企业通过商业模式创新来获取竞争优势的双重机制,一旦获取竞争优势,在位企业报复性竞争所诱发的竞争损失导致这一优势并不必然会改善财务绩效,甚至可能诱发利润亏损,互补性资产可能会提升这一优势改善财务绩效的可能性。
  • dc.description.abstract
  • Understanding why firms perform differently is the central objective in the field of strategy(e.g.,Brandenburger and Stuart,1996;Gans and Ryall,2017).This academic inquiry has never stopped but continually updated by the change of business practices(Barney,2018).Over the past two decades,the rapidly increasing trend of internetenabled and digitizing companies has reshaped the ways they "do business"(Amit and Zhu,2017;Burgleman and Groove,2007),in particular,this design of the logic of firm's value creation and value capture is captured by the business model(Amit and Zott,2012;Teece,2010).The business model is defined by Amit and Zott(2001:511) as "the content,structure,and governance of transactions so as to create value through the exploitation of business opportunities"Complementing existing theories in strategic management,the business model has been recognized as a unit of analysis to favor a holistic understanding of differential firm performance by focusing on the overall pattern of activities that explain how firms do business(Chesbrough and Rosenbloom,2002;Demil,Lecocq,Ricart,and Zott,2015;Foss and Saebi,2017;Teece,2010;Zott,Amit,and Massa,2011).Prior studies have yielded some important insights into the business model and firm performance linkage(e.g.,Amit and Zott,2001;Zott and Amit,2007,2008).Researchers maintain that some types of business models outperform others(Wei,Yang,Sun,and Gu,2014;Zott and Amit,2007,2010) and have identified important factors that influence the relationship between business model innovation and firm performance,such as environmental dynamism(Zott and Amit,2007),product-market strategies(Zott and Amit,2008),and strategic flexibility(Bock,Opsahl,George,and Gann,2012).Despite the importance of the topic and the recent attention on business models in strategy literature,limited empirical evidence has been provided on how business model innovation leads to firm competitive advantage.In particular,why few new entrants with novel business models successfully defeat the existing business models of incumbents to achieve the superior performance while others failed(Demil,Lecocq,Ricart,and Zott,2015;Foss and Saebi,2017;Zott,Amit,and Massa,2011).We propose a conceptual framework for examining whether and how new venture top management team could obtain the competitive advantage through business model innovation and its performance implications.Based on the CPSED Ⅱdatabase of 969 new ventures in IT sectors,we develop nine our research propositions through comprehensive descriptive statistics and theoretical development.Our conceptual framework suggests that there is an asymmetric correlated relationship between the efficiency and novelty advantages from business model innovation,and top management team's social structure and knowledge-based structure have a direct effect on the possibilities of sustaining competitive advantage through business model innovation.Moreover,under the conditions of incumbents' intensive competitive moves,those firms "with competitive advantage through business model innovation might not necessarily receive a superior performance,on the contrary,the profit loss might be observed in the short term.However,the complementary assets might have a positive effect on the performance implications of business model innovations.Our study contributes to the literature on strategy and business model by incorporating the business model innovation into the theory on firms' competitive advantage and its underlying processes to enable competitive advantage through business model innovation.
  • dc.description.sponsorshipPCode
  • 71732004;71572005;71472159
  • dc.description.sponsorship
  • 国家自然科学基金重点课题“新创企业商业模式形成与成长路径”（编号：71732004）;国家自然科学基金重点课题“网络及不确定环境下创业者的行为认知与决策机制研究”（编号：71572005）;国家自然科学基金面上课题“创业网络联结组合的构成、治理与异变过程研究”（编号：71472159）资助的重要阶段性成果
  • dc.description.sponsorshipsource
  • 国家自然科学基金
  • dc.identifier.CN
  • 11-1235/F
  • dc.identifier.issn
  • 1002-5502
  • dc.identifier.if
  • 4.669
  • dc.subject.discipline
  • F49;F272.91;F271
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