|
|
The Fit Evolution of High Growth Firms' Dominant Logic and Value Co-creation:A Longitudinal Case of Xiaomi |
Zhou Yifang,Wang Chang,Zhou Wenhui |
(School of Business, Central South University, Changsha 410000, China) |
|
|
Abstract Although a large number of high-growth firms have emerged with the development of mobile Internet and digital technology, research has suggested that only a small proportion of firms can maintain rapid growth over time, so they attract academic and practical attention by continuous expansion in scale and maintain rapid growth in a turbulent competitive environment. Since most studies have analyzed the high-growth firms from a static perspective, and fail to discuss the basic characteristics and stages of the high-growth firm from the perspective of process and ignores the dynamic variability and lack theoretical insights into the dynamic process of scaling-up. It is still unknown how the process of scaling-up is rooted in managerial and organizational actions that involve the interplay between both cognitive and behavioral processes. There is the urgent need to sort out the specific strategies and behaviors needed to successfully surmount the management challenges faced by high-growth firms. #br#In strategic research, dominant logic is considered to be the mindset in the process of achieving goals or strategic decision-making, as well as the management cognition of organization thinking and guiding strategic behaviors to cope with the changing environment opportunities, especially when firms need to maintain high-growth,they need to expand the scope of resource acquisition, break through resource constraints and promote the optimization of redundant resources. Timely adjustment of dominant logic largely reflects the resource bottleneck faced by firms in their high growth stage, and value co-creation, as an organizational behavior of interaction, cooperation and resource integration among value participants, is the most effective way to break through the bottlenecks of resource allocation and integration.#br#According to the three major factors in the growth process of high-growth firms,this paper selects Xiaomi as the research object, explores how high-growth firms realize the transformation of dominant logic based on the logic chain of environment-cognition-behavior-result and pursues a unique growth model driven by uncertain environment through interaction, cooperation and resource integration. Through the participatory observation and a semi-structured interview, the whole process data of the case enterprise is collected. According to the dynamic transformation of Xiaomi's dominant logic, the study divides its high growth process into three stages: initial, growth and expansion.#br#The analysis results show that in the initial stage, driven by technology window and survival pressure, Xiaomi realized interactive value co-creation with consumers through dominant logic of extreme cost performance, and managed to cope with the resource constraints of start-ups, and accumulated a large number of users through the unique fan culture, so as to spread and sell its explosive products more effectively and promote the scale-ups. In the growth stage, driven by institutional window and growth pressure, Xiaomi realized the enabling value co-creation with the ecological chain through the platform dominant logic of cross-edge network effect, supported start-ups and revitalizes its core redundant resources by giving them more autonomy to share common technical framework, user data and retail channels, so that Xiaomi had plenty of followersand achieve leap growth. In the expansion stage, driven by market window and profit pressure, Xiaomi realized open value co-creation with its partners through the ecological dominant logic of mutualism. It expanded offline channels with the help of partners, got rid of its dependence on original online resources and ecological chain enterprised, and establishes Xiaomi intelligent hardware IoT symbiotic ecosystem. #br#Different from existing literature on enterprise dominant logic with focus on single static dominant logic,this paper proposes the influence of opportunity window and growth pressure on dominant logic which breaks through the theoretical framework of traditional dominant logic research and elevates the research of dominant logic to the strategic level. Moreover,this study identifies the matching between firm cognition and behavior when high-growth firms face uncertainty in a dynamic changing environment. Firms need to timely transform their dominant logic according to the rapidly changing market environment and cooperate with multi-parties on value co-creation to achieve sustained and rapid growth.#br#
|
Received: 15 September 2021
|
|
|
|
|
[1] DESANTOLA A, GULATI R.Scaling: organizing and growth in entrepreneurial ventures [J].academy of management annals, 2017, 11(2): 640-668. [2] MCINTYRE D P, SRINIVASAN A.Networks, platforms, and strategy: emerging views and next steps [J].Strategic Management Journal, 2017, 38(1): 141-160. [3] 梁强, 邹立凯, 宋丽红, 等.组织印记、生态位与新创企业成长——基于组织生态学视角的质性研究[J].管理世界, 2017, 33(6): 141-154. [4] 汪蕾, 张剑虎.瞪羚企业认定是否提高了企业创新质量 [J].科技进步与对策, 2021, 38(8): 102-108. [5] OBLOJ K,PRATT M.Happy kids and mature losers:differentiating dominant logics of successful and unsuccessful firms in emerging markets [M]//BETTIS R.In strategy in transition.Oxford; Blackwell.2005. [6] 周文辉, 杨苗, 王鹏程, 等.赋能、价值共创与战略创业:基于韩都与芬尼的纵向案例研究 [J].管理评论, 2017, 29(7): 258-272. [7] ALVES H, FERNANDES C, RAPOSO M.Value co-creation: concept and contexts of application and study [J].Journal of Business Research, 2016, 69(5): 1626-1633. [8] DOZ Y L, KOSONEN M.Embedding Strategic agility: a leadership agenda for accelerating business model renewal [J].Long Range Planning, 2010, 43(2-3): 382. [9] 陈春花, 赵曙明.高成长企业的组织与文化创新[M].北京:机械工业出版社, 2016. [10] DELMAR F, DAVIDSSON P, GARTNER W B.Arriving at the high-growth firm [J].Journal of Business Venturing, 2003, 18(2): 189-216. [11] 项国鹏, 徐立宏.高成长企业的成长驱动因素:国外文献评介及分析框架构建 [J].科技进步与对策, 2010, 27(23): 157-162. [12] DEMIR R, WENNBERG K, MCKELVIE A.The strategic management of high-growth firms: a review and theoretical conceptualization [J].Long Range Planning, 2017, 50(4): 431-456. [13] DAVIDSSON P.Entrepreneurship — and after? a study of growth willingness in small firms [J].Journal of Business Venturing, 1989, 4(3): 211-226. [14] MISHINA Y, POLLOCK T G, PORAC J F.Are more resources always better for growth? resource stickiness in market and product expansion [J].Strategic Management Journal, 2004, 25(12): 1179-1197. [15] PARKER S C, STOREY D J, WITTELOOSTUIJN A V.What happens to gazelles? the importance of dynamic management strategy [J].Small Business Economics, 2010, 35(2): 203-226. [16] ALDRICH H E, RUEF M.Unicorns, gazelles, and other distractions on the way to understanding real entrepreneurship in the United States [J].Academy of Management Perspectives, 2018, 32(4): 458-472. [17] GILBERT B A, MCDOUGALL P P, AUDRETSCH D B.New venture growth: a review and extension [J].J Manage, 2006, 32(6): 926-950. [18] DAUNFELDT S O, ELERT N, DAN J.Are high-growth firms overrepresented in high-tech industries[R].Hui Working Papers, 2015. [19] BARNEY JAY B.Firm resources and sustained competitive advantage [M]//JOEL A C B, FRANK D.Economics meets sociology in strategic management Emerald Group Publishing Limited,2000: 203-227. [20] HLZL W, JANGER J.Does the analysis of innovation barriers perceived by high growth firms provide information on innovation policy priorities [J].Technological Forecasting & Social Change, 2013, 80(8):1450-1468. [21] GARNSEY E, STAM E, HEFFERNAN P.New firm growth: exploring processes and paths [J].Industry & Innovation, 2006, 13(1): 1-20. [22] COAD A, COWLING M, SIEPEL J.Growth processes of high-growth firms as a four-dimensional chicken and egg [J].Ind Corp Change, 2017, 26(4): 537-554. [23] PRAHALAD C K, BETTIS R A.The dominant logic: a new linkage between diversity and performance[J].Strategic Management Journal, 1986, 7(6): 485-501. [24] PRAHALAD R A B K.The dominant logic: retrospective and extension [J].Strategic Management Journal, 1995, 16(1): 5-14. [25] NADKARNI S, PEREZ P D.Prior conditions and early international commitment: the mediating role of domestic mindset [J].Journal of International Business Studies, 2007, 38(1): 160-176. [26] AUGIER M, TEECE D J.The palgrave encyclopedia of strategic management [M].NY:Palgrave Macmilan,2017. [27] NARAYANAN V K, ZANE L, KEMMERER B.The cognitive perspective in strategy: an integrative review [J].Journal of Management - J MANAGE, 2011, 37(1): 305-351. [28] YI S, KNUDSEN T, BECKER M C.Inertia in routines: a hidden source of organizational variation [J].Organization Science, 2016, 27(3): 782-800. [29] OBLOJ T, OBLOJ K, PRATT M G.Dominant logic and entrepreneurial firms' performance in a transition economy [J].Entrepreneurship Theory and Practice, 2010, 34(1): 151-170. [30] NORMANN R, RAMIREZ R.From value chain to value constellation: designing interactive strategy [J].Harvard business review, 1993, 71(4): 65-77. [31] KOHTAMAKI M, RAJALA R.Theory and practice of value co-creation in B2B systems [J].Industrial Marketing Management, 2016, 56(7): 4-13. [32] GRNROOS C.Service as business logic: implications for value creation and marketing [J].Journal of Service Management, 2011, 22(1): 5-22. [33] HEINONEN K, STRANDVIK T.Customer-dominant logic: foundations and implications [J].Journal of Services Marketing, 2015, 29(6/7): 472-484. [34] LAMBERT D, ENZ M.Managing and measuring value co-creation in business-to-business relationships [J].Journal of Marketing Management, 2012, 28(19):1588-1625. [35] PERA R, OCCHIOCUPO N, CLARKE J.Motives and resources for value co-creation in a multi-stakeholder ecosystem: a managerial perspective [J].Journal of Business Research, 2016, 69(10): 4033-4041. [36] PETERS L D.Heteropathic versus homopathic resource integration and value co-creation in service ecosystems [J].Journal of Business Research, 2016, 69(8): 2999-3007. [37] VARGO S L, AKAKA M A, VAUGHAN C M.Conceptualizing value: a service-ecosystem view [J].Journal of Creating Value, 2017, 3(2): 117-124. [38] EISENHARDT K M.Building theories from case study research [J].Academy of Management Review, 1989, 14(4): 532-550.
|
|
|
|