|
|
|
| Digital Business Model: A Literature Review and Research Prospects |
| Zhang Jingwei1,2,Tu Yuqi1,2,Jin Xiujuan1,2 |
| (1.School of Economics and Management, Yanshan University;2.Research Center for Innovation and Entrepreneurship, Yanshan University, Qinhuangdao 066004, China) |
|
|
|
|
Abstract With the rapid development of digital technology, especially the rise of artificial intelligence, internet of things, cloud computing, 5G and other related technologies and industries, enterprises have come into a new digital business environment. The evolution of digital technology is a business game changer and a key to the transformation of old and new business models. Therefore, in the era of digital innovation and entrepreneurship, it is one of the most important capabilities for an enterprise to use the digital technology to design and implement a business model with digital characteristics , which is conducive to its survival and vigorous growth.#br#Existing literature has conducted the business model research in the background of the digital era and put forward the concept of Digital Business Model(DBM). As a new business trend under the digital background, digital business model depicts the business logic and basic principles of enterprises taking advantage of digital technology and having digital characteristics. It is of great significance for enterprises to tap new sources of value creation, construct digital business logic and reshape the pattern of industrial competition. Although this topic is extremely important for academic research and management practice of business, and has attracted more and more attention in the academic field, the specific connotation and unique performance of digital business model is still unclear due to different research perspectives and research contexts. In addition, It is also difficult to fully reveal the uniqueness and complexity of digital business model due to the limited understanding of its formation mechanism and action path.#br#Therefore, what are the specific connotations and characteristics of digital business model? How do enterprises realize digital business model? Where shall we start with the study of digital business model? Based on the the above questions, this study firstly traces the source of digital business model and combs its concept. By sorting out the research on digital business models, it can be found that from the "spark" of early research on business model to the prevalence of business model research of e-commerce enterprises, until the recent formal proposal of the concept of digital business model, the research on digital business model is increasingly enriched and refined, but at the same time, it still lacks uniformity, clarity and direction. There are three kinds of understanding of digital business model in existing research, including emphasizing digital elements, highlighting business model elements and failing to focus on any element of digital and business model, so there is no concensus on the definition of this concept.#br#Thus, centering on the discussion of the digital business model forms based on digital enabling and digital enhancing, this paper further deepens the conceptual understanding of digital business model, and compares digital and traditional business model. Secondly, this paper clarifies the types of digital business model, and presents the specific structure of digital business model from the perspectives of degree, approach, elements and so on. The characteristics and performance of different types of digital business models vary, so enterprises should empower and enhance their business model attributes and elements according to their own environment and enterprise development.#br#Furthermore, by analyzing the internal mechanism, the driving factors and the consequences of digital business model, this paper reveals the logic of its emergence and development logic. First, in terms of the internal mechanism of digital business model, the three basic processes of digitization (representation, connectivity and aggregation) can offer new digital advantages and potential to value elements, which has an important impact on enterprise value proposition, value creation and value acquisition. At the same time, digitalization and business model have interactive relations, the internal logic of business model will also put forward requirements for digitalization. Second, the generation and development of digital business model is a complex process. Various elements of individual (such as characteristics, identity and experience), organization (such as organizational attributes, organizational culture, strategy) and environment (such as environmental dynamics, institutional and industry characteristics) may influence the progress and effectiveness of digital business model. Third, digital business model has an impact on corporate performance, organizational resilience and digital entrepreneurial ecosystem.#br#The article stresses the types and essential attributes of digital business models in further study. Researchers are suggested to pay attention to the exploration of the double-edged sword effect of digital business model, and identify the boundary conditions of digital business model results.#br#
|
|
Received: 08 September 2021
|
|
|
|
|
|
| [1] 魏江, 刘嘉玲, 刘洋. 数字经济学: 内涵、理论基础与重要研究议题[J]. 科技进步与对策，2021,38（21）：1-7.[2] BARENFANGER R, OTTO B. Proposing a capability perspective on digital business models[C]. Lisbon: 2015 IEEE 17th Conference on Business Informatics, 2015: 17-25.[3] BICAN P M, BREM A. Digital business model, digital transformation, digital entrepreneurship: is there a sustainable "digital"[J]. Sustainability, 2020, 12(13): 1-15.[4] CAPUTO A, PIZZI S, PELLEGRINI M M, et al. Digitalization and business models: where are we going? a science map of the field[J]. Journal of Business Research, 2021, 123: 489-501.[5] SAHUT J M, IANDOLI L, TEULON F. The age of digital entrepreneurship[J]. Small Business Economics, 2021, 56(3): 1-11.[6] LI F. The digital transformation of business models in the creative industries: a holistic framework and emerging trends[J]. Technovation, 2017, 12(4): 1-10.[7] 蔡莉, 杨亚倩, 卢珊, 等. 数字技术对创业活动影响研究回顾与展望[J]. 科学学研究, 2019, 37(10): 1816-1824，1835.[8] 朱秀梅, 刘月, 陈海涛. 数字创业：要素及内在机制生成机制研究[J]. 外国经济与管理, 2020, 42(4): 19-35.[9] STEININGER D M. Linking information systems and entrepreneurship: a review and agenda for IT-associated and digital entrepreneurship research[J]. Information Systems Journal, 2019, 29(2): 363-407.[10] WIRTZ B W. Digital business models[M]. Switzerland: Springer, 2019.[11] ADNER R, PURANAM P, ZHU F. What is different about digital strategy? from quantitative to qualitative change[J]. Strategy Science, 2019, 4(4): 253-261.[12] LANGLEY D, VAN DOORN J, NG I C, et al. The internet of everything: smart things and their impact on business models[J]. Journal of Business Research, 2021, 122: 853-863.[13] VENDRELL-HERRERO F, BUSTINZA O F, PARRY G, et al. Servitization, digitization and supply chain interdependency[J]. Industrial Marketing Management, 2017, 60: 69-81.[14] AMIT R, ZOTT C. Value creation in E-business[J]. Strategic Management Journal, 2001, 22(6/7): 493-520.[15] ZOTT C, AMIT R, MASSA L, et al. The business model: recent developments and future research[J]. Journal of Management, 2011, 37(4): 1019-1042.[16] HULL C E, HUNG Y, HAIR N, et al. Taking advantage of digital opportunities: a typology of digital entrepreneurship[J]. International Journal of Networking & Virtual Organisations, 2007, 4(3): 290-303.[17] WEILL P, WOERNER S. Optimizing your digital business model[J]. MIT Sloan Management Review, 2015, 54(1): 71-78.[18] KEEN P, WILLIAMS R. Value architectures for digital business: beyond the business model[J]. MIS Quarterly, 2013, 37(2): 643-647.[19] AMIT R, HAN X. Value creation through novel resource configurations in a digitally enabled world[J]. Strategic Entrepreneurship Journal, 2017, 11(3): 228-242.[20] CIAMPI F, DEMI S, MAGRINI A, et al. Exploring the impact of big data analytics capabilities on business model innovation: the mediating role of entrepreneurial orientation[J]. Journal of Business Research, 2021, 123:1-13.[21] 闫俊周, 姬婉莹, 熊壮. 数字创新研究综述与展望[J]. 科研管理, 2021, 42(4): 11-20.[22] 魏江, 刘洋. 数字创新[M]. 北京: 机械工业出版社, 2020: 41-53.[23] LOOCK M. Unlocking the value of digitalization for the European energy transition: a typology of innovative business models[J]. Energy Research & Social Science, 2020, 69: 1-9.[24] HARTMANN P M, ZAKI M, FELDMANN N, et al. Capturing value from big data-a taxonomy of data-driven business models used by start-up firms[J]. International Journal of Operations & Production Management, 2016, 36(10): 1382-1406.[25] LINDE L,FRISHAMMAR J,PARIDA V.Revenue models for digital servitization: a value capture framework for designing, developing, and scaling digital services[J]. IEEE Transactions on Engineering Management, 2021.[26] RACHINGER M, RAUTER R, MULLER C, et al. Digitalization and its influence on business model innovation[J].Journal of Manufacturing Technology Management,2019, 30(8): 1143-1160.[27] ANTONOPOULOU K, BEGKOS C. Strategizing for digital innovations: value propositions for transcending market boundaries[J]. Technological Forecasting and Social Change, 2020, 156: 1-13.[28] ROTHMANN W, KOCH J. Creativity in strategic lock-ins: the newspaper industry and the digital revolution[J]. Technological Forecasting and Social Change, 2014, 83(1): 66-83.[29] NAMBISAN S. Digital entrepreneurship: toward a digital technology perspective of entrepreneurship[J]. Entrepreneurship Theory and Practice, 2017, 41(6): 1029-1055.[30] KARIMI J, WALTER Z. The role of entrepreneurial agility in digital entrepreneurship and creating value in response to digital disruption in the newspaper industry[J]. Sustainability, 2021, 13(5): 1-26.[31] SHEPHERD D, HAYNIE M. Family business, identity conflict, and an expedited entrepreneurial process: a process of resolving identity conflict[J]. Entrepreneurship: Theory & Practice,2009,33(6): 1245-1264.[32] BOXSTAEL A V, DENOO L. Escaping the founder identity trap: a process view on business model design during new venture creation[M]. Business Models and Cognition, 2020: 57-94.[33] GAVETTI G, RIVKIN J W. On the origin of strategy: action and cognition over time[J]. Organization Science, 2007, 18(3): 420-439.[34] GHEZZI A, CAVALLO A. Agile business model innovation in digital entrepreneurship: lean startup approaches[J]. Journal of Business Research, 2018, 6 (13): 519-537.[35] BALBONI B, BORTOLUZZI G, PUGLIESE R, et al. Business model evolution, contextual ambidexterity and the growth performance of high-tech start-ups[J]. Journal of Business Research, 2019, 99: 115-124.[36] TONDER C V, SCHACHTEBECK C, NIEUWENHUIZEN C, et al. A framework for digital transformation and business model innovation[J]. Management, 2020, 25(2): 111-132.[37] ANNARELLI A, BATTISTELLA C, NONINO F, et al. Literature review on digitalization capabilities: co-citation analysis of antecedents, conceptualization and consequences[J]. Technological Forecasting and Social Change, 2021, 166: 120635.[38] RITTER T, PEDERSEN C L. Digitization capability and the digitalization of business models in business-to-business firms: past, present, and future[J]. Industrial Marketing Management, 2019, 86: 180-190.[39] ANSONG E, BOATENG R. Surviving in the digital era-business models of digital enterprises in a developing economy[J]. Digital Policy Regulation and Governance, 2019, 21(2): 164-178.[40] BADEN-FULLER C, HAEFLIGER S. Business models and technological innovation[J]. Long Range Planning, 2013, 46(6): 419-426.[41] NIEMIMAA M, JRVELINEN J, HEIKKIL M, et al. Business continuity of business models: evaluating the resilience of business models for contingencies[J]. International Journal of Information Management, 2019, 49: 208-216.[42] 刘志迎, 吴敏莲. 新产品开发与商业模式设计的过程融合与循环迭代——基于科希曼的探索性研究[J]. 管理案例研究与评论, 2019, 12(2): 124-135.[43] 单宇, 许晖, 周连喜, 等. 数智赋能：危机情境下组织韧性如何形成——基于林清轩转危为机的探索性案例研究[J]. 管理世界, 2021, 37(3): 84-104，7.[44] SUSSAN F, ACS Z J. The digital entrepreneurial ecosystem[J]. Small Business Economics, 2017, 49(5): 1-19.[45] KOHTAMAKI M, PARIDA V, OGHAZI P, et al. Digital servitization business models in ecosystems:a theory of the firm[J]. Journal of Business Research, 2019, 104: 380-392. |
|
|
|
