|
|
|
| Research on the Business Model Innovation Path of Late Developing Enterprises Under Low-end Market Disruption |
| Wang Jinfeng,Wang Yongzheng,Feng Lijie,Liu Shuyan |
| （Institute of Management Engineering，Zhengzhou University，Zhengzhou 450001，China） |
|
|
|
|
Abstract Existing backwardness of Low-end market disruption under the business model innovation of latecomers by more elements and process perspective of reshaping its important role in enterprise value, Lack of in-depth thinking on business model innovation logic, it is urgent to study how latecomers in the low-end market subvert the industry status of incumbent enterprises by virtue of business model innovation. Therefore, this study combines the theory of disruptive innovation with the theory of business model innovation, based on the lower end of the market research background, using the exploratory single case study method, take Great Wall company as the case sample, this paper carries out an in-depth analysis on the business model innovation path of late-developing enterprises under the low-end market disruption. The results show that the business model innovation path of late-developing enterprises under the low-end market disruption is generally experienced four stages, including market segmentation, value network reconstruction, disruption of market structure and construction of competition barriers.
|
|
Received: 12 April 2019
|
|
|
|
|
|
| [1]靳宗振,罗晖,曹俐莉.发展颠覆式创新的导向策略研究[J].中国软科学,2017(9):168-174.[2] BOWER J,CHRISTENSEN C M. Disruptive technologies:catching the wave[J].Harvard Business Review,1995,73(1):43-53.[3] CHRISTENSEN C M. What is disruptive innovation[J].Harvard Business Review,2015(11):45-56.[4] GERARD J. TELLIS. Disruptive technology or visionary leadership[J].Journal of Product Innovation Management,2006,23(1):34-38.[5] GILBERT C.The disruption opportunity[J].Sloan management review,2003,44(4):27-32．[6] MARK E PARRY,TOMOKO KAWAKAMI. The encroachment speed of potentially disruptive innovations with indirect network externalities: the case of e-readers[J]. Journal of Product Innovation Management,2017,34(2):141-158.[7] 薛捷.破坏性创新理论述评及推进策略[J].管理学报,2013,10(5):768-774.[8] CLAYTON M CHRISTENSEN. The ongoing process of building a theory of disruption[J]. Journal of Product Innovation Management,2006,23(1):39-55.[9] GLEN M SCHMIDT,CHERYL T DRUEHL. When is a disruptive innovation disruptive[J]. Journal of Product Innovation Management,2008,25(4):347-369.[10]冯立杰,杜靖宇,王金凤,等.颠覆式创新视角下后发企业价值网络演变路径[J].科学学研究,2019,37(1):175-183.[11] 臧树伟,李平.基于破坏性创新的后发企业市场进入时机选择[J].科学学研究,2016,34(1):122-131.[12] MAGRETTA JOAN. Why business models matter[J]. Harvard Business Review,2002,80(5),86-92.[13] OSTERWALDER A,PIGNEUR Y,TUCCIL CL. Clarifying business models:origins,present,and future of the concept[J].Communications of the Information Systems,2005,15(5):1-25.[14] SOSNA M,NELLY R,THEVINYO-RODRIGUEZ,et al. Business model innovation through trial-and-error learning-the naturhouse case[J]. Long Range Planning,2010,43:383-407.[15] SPIETH P , SCHNEIDER S. Business model innovativeness: designing a formative measure for business model innovation[J]. Journal of Business Economics, 2016, 86(6):671-696.[16] 李飞,米卜,刘会.中国零售企业商业模式成功创新的路径——基于海底捞餐饮公司的案例研究[J].中国软科学,2013(9):97-111.[17] 李飞,贾思雪,王佳莹.中国零售企业商业模式创新要素及路径——基于胖东来的案例研究[J].技术经济,2015,34(1):37-45.[18] KONDE, VIREN. Biotechnology business models: an Indian perspective[J]. Journal of Commercial Biotechnology,2009,15(3):215-226.[19] 董岳,王翔,周冰莲,等.互联网+时代商业模式创新的演变过程研究[J].中国科技论坛,2017(2):150-155.[20] 苏敬勤,贾依帛.我国工商管理案例研究现状、应用前景及情境化深度[J].管理学报,2018,15(6):791-802.[21] SHAN L PAN,BARNEY TAN.Demystifying case research:a structured-pragmatic-situational (SPS) approach to conducting case studies[J].Information and Organization,2011,21(3):161-176.[22] 黄振辉.多案例与单案例研究的差异与进路安排——理论探讨与实例分析[J].管理案例研究与评论,2010,3(2):183-188.[23] 王雪冬,匡海波,董大海,等.CSV视阈下的价值链重构路径研究——基于招商局集团PPC商业模式的案例研究[J].管理评论,2019,31(1):293-304.[24] 王晨筱,周洋,陆露,等.颠覆式创新四阶段扩散过程模型——基于液晶电视机与山寨手机案例[J].科技进步与对策,2018,35(22):1-7.[25] 苏敬勤,刘静.案例研究规范性视角下二手数据可靠性研究[J].管理学报,2013,10(10):1405-1409+1418. |
|
|
|
