|
|
The Relationship between Distinctiveness in Business Model and Entrepreneurial Performance: The Perspective of Optimal Distinctiveness |
Han Jiaping1,Li Yonghui2 |
(1.State Grid Energy Research Institute Co., LTD., Beijing 102209, China;2. School of Economics and Management, Communication University of China, Beijing 100024, China) |
|
|
Abstract How business models affect firm performance has been an academic focus for the last two decades. The existing research on the relationship between business model and firm performance shows two opposing directions: the issue of how business model builds competitive advantage and how business model affects stakeholders' perceptions. The business model is one of the sources of enterprise competitive advantage, and value creation in the business model requires the support of stakeholders. So the legitimacy of the business model among stakeholders is crucial. However,research on the issue of legitimacy in business models is not sufficient, and little is known about how business models balance competitive advantage and legitimate pressure.#br#How do business models balance the tension between competitive advantage and legitimate pressure to achieve optimal performance? This issue is theorized as "optimal distinctiveness". With respect to the relationship between distinctiveness and firm performance, existing research has included the strategic balance view, the trade-off view, etc. Research topics have covered the fields of strategy, social responsibility, technological innovation and so on. In addition, entrepreneurial firms always rely heavily on support from stakeholders to innovate and survive, which makes them face more serious challenges in coping with legitimacy and competitive advantage. Therefore, this study explores the relationship between business model and the performance of entrepreneurial firms from the perspective of optimal distinctiveness.#br#This study uses the panel data of listed firms on the National Equities Exchange and Quotations (NEEQ) market in China. The firms on the NEEQ market are mainly innovative and entrepreneurial SMEs whose business models are relatively stable compared to new ventures. What's more, these firms face greater challenges between legitimacy and competitive pressures in their growing stages. In addition, the NEEQ market requires the listed firms to formally disclose their business models in their annual reports. Therefore, the listed firms on the NEEQ market are suitable for this research. Specifically, it obtains 2 934 unbalanced panel data from 1 075 samples from 2015 to 2017, applies the LDA topic model to analyze the text content of business model chapters in annual reports and uses fixed effect regression to test hypotheses.#br#It is found that first the moderate distinctiveness of the business model brings the best performance. That is, there is an inverted U-shaped relationship between the distinctiveness of the business model and the performance of an entrepreneurial firm. Second, firm age weakens this relationship. Compared with mature firms, the business models of new ventures face more challenges from the issue of optimal distinctiveness. Third, category heterogeneity strengthens the inverted U-shaped relationship. It shows that category heterogeneity amplifies the tension between competitive advantage and legitimacy caused by the distinctiveness of business models. These findings contribute to the literature on business models and the optimal distinctiveness perspective and are important for the practice of entrepreneurial firms. On the one hand, this study highlights the legitimacy mechanism behind the relationship between business model and entrepreneurial performance. Moreover, it advances the literature on business models by introducing the optimal distinctiveness perspective to the relationship between business model and firm performance and focusing on the tension between competitive advantage and legitimate pressure. On the other hand, this study extends current research topics on the optimal distinctiveness perspective by focusing on the business model and the contingent view in the optimal distinctiveness literature by identifying contingency factors at the category and firm levels.#br#There are important implications for how to use business models to achieve optimal performance. For their business model, entrepreneurs need to establish legitimacy by maintaining conformity with incumbents. Entrepreneurial firms should choose a moderately distinct or differentiated business model to balance legitimacy and competitive pressures and achieve optimal performance. Moreover, the tension between legitimacy and competitive pressures in a business model depends on the stage of development and industrial characteristics. For example, the challenges of optimal distinctiveness in business models are more serious for new ventures, and they can gain more benefits from moderate distinctiveness in their business models. Meanwhile, entrepreneurs can take advantage of analogies with existing business models to avoid the cognitive barriers of stakeholders.#br#
|
Received: 29 November 2021
|
|
|
|
|
[1] FOSS N J, SAEBI T. Fifteen years of research on business model innovation:how far have we come, and where should we go[J].Journal of Management, 2017, 43(1): 200-227. [2] MASSA L, TUCCI C L, AFUAH A. A critical assessment of business model research[J].Academy of Management Annals, 2017, 11(1): 73-104. [3] GEORGE G, BOCK A J. The business model in practice and its implications for entrepreneurship research[J].Entrepreneurship Theory and Practice, 2011, 35(1): 83-111. [4] O'REILLY C A, TUSHMAN M L. Organizational ambidexterity in action: how managers explore and exploit[J].California Management Review, 2011, 53(4): 5-22. [5] MCDONALD R M, EISENHARDT K M. Parallel play: startups, nascent markets, and effective business-model design[J].Administrative Science Quarterly, 2020, 65(2): 483-523. [6] FRANKENBERGER K, STAM W. Entrepreneurial copycats: a resource orchestration perspective on the link between extra-industry business model imitation and new venture growth[J].Long Range Planning, 2020, 53(4): 101872. [7] ZOTT C, AMIT R. The fit between product market strategy and business model: implications for firm performance[J].Strategic Management Journal, 2008, 29(1): 1-26. [8] BADEN-FULLER C, MANGEMATION V. Business model: a challenging agenda[J].Strategy Organization, 2013, 11(4): 418-427. [9] SNIHUR Y. Developing optimal distinctiveness: organizational identity processes in new ventures engaged in business model innovation[J].Entrepreneurship & Regional Development, 2016, 28(3-4): 259-285. [10] SNIHUR Y, ZOTT C, AMIT R. Managing the value appropriation dilemma in business model innovation[J].Strategy Science, 2021, 6(1): 22-38. [11] ZHAO E Y, FISHER G, LOUNSBURY M, et al. Optimal distinctiveness: broadening the interface between institutional theory and strategic management[J].Strategic Management Journal, 2017, 38(1): 93-113. [12] 郭海, 李永慧, 赵雁飞. 求同还是存异?最优区分研究回顾与展望[J].南开管理评论, 2020 , 23(6): 214-224. [13] 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CPSED Ⅱ数据库的实证研究[J].管理世界, 2020, 36(7): 55-88. [14] AMIT R, ZOTT C. Value creation in e-business[J].Strategic Management Journal, 2001, 22(6-7): 493-520. [15] SNIHUR Y, WIKLUND J. Searching for innovation: product, process, and business model innovations and search behavior in established firms[J].Long Range Planning, 2019, 52(3): 305-325. [16] GUO H, YANG J, HAN J. The fit between value proposition innovation and technological innovation in the digital environment: implications for the performance of startups[J].IEEE Transactions on Engineering Management, 2021, 68(3): 797-809. [17] DOGANOVA L, EYQUEM-RENAULT M. What do business models do? innovation devices in technology entrepreneurship[J].Research Policy, 2009, 38(10): 1559-1570. [18] NAVIS C, GLYNN M A. Legitimate distinctiveness and the entrepreneurial identity: influence on investor judgments of new venture plausibility[J].Academy of Management Review, 2011, 36(3): 479-499. [19] DIMAGGIO P J, POWELL W W. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields[J].American Sociological Review, 1983,48(2): 147-160. [20] PORTER M F. An algorithm for suffix stripping[J].Program:electronic library and information systems,1980,14(3):130-137. [21] DEEPHOUSE D L. To be different, or to be the same? it's a question (and theory) of strategic balance[J].Strategic Management Journal, 1999, 20(2): 147-166. [22] HAANS R F J. What's the value of being different when everyone is? the effects of distinctiveness on performance in homogeneous versus heterogeneous categories[J].Strategic Management Journal, 2019, 40(1): 3-27. [23] GOLDENSTEIN J, HUNOLDT M, OERTEL S. How optimal distinctiveness affects new ventures' failure risk: a contingency perspective[J].Journal of Business Venturing, 2019, 34(3): 477-495. [24] TEECE D J. Business models, business strategy and innovation[J].Long Range Planning, 2010, 43(2-3): 172-194. [25] HWANG J, CHRISTENSEN C M. Disruptive innovation in health care delivery: a framework for business-model innovation[J].Health Affairs, 2008, 27(5): 1329-1335. [26] CHANDLER G N, BROBERG J C, ALLISON T H. Customer value propositions in declining industries: differences between industry representative and high-growth firms[J].Strategic Entrepreneurship Journal, 2014, 8(3): 234-253. [27] RICHARDSON J E. The business model: an integrative framework for strategy execution[J].Strategic Change, 2008(17): 133-144. [28] LOUNSBURY M, GLYNN M A. Cultural entrepreneurship: stories, legitimacy, and the acquisition of resources[J].Strategic Management Journal, 2001, 22(6-7): 545-564. [29] AVERSA P, HUYGHE A, BONADIO G. First impressions stick: market entry strategies and category priming in the digital domain[J].Journal of Management Studies, 2021, 50(2): 173-203. [30] GARUD R, KUMARASWAMY A, ROBERTS A, et al. Liminal movement by digital platform-based sharing economy ventures: the case of Uber Technologies[J].Strategic Management Journal, 2020,43(3):447-475. [31] KIEL D, ARNOLD C, VOIGT K I. The influence of the Industrial Internet of Things on business models of established manufacturing companies-a business level perspective[J].Technovation, 2017, 68: 4-19. [32] FREUDENREICH B, LUDEKE-FREUND F, SCHALTEGGER S. A stakeholder theory perspective on business models: value creation for sustainability[J].Journal of Business Ethics, 2020, 166(1): 3-18. [33] DOWELL G. Product line strategies of new entrants in an established industry: evidence from the US bicycle industry[J].Strategic Management Journal, 2006(27):959-979. [34] ZUCKERMAN E W. The categorical imperative revisited: implications of categorization as a theoretical tool[M]//From categories to categorization: studies in sociology, organizations and strategy at the crossroads.London: Emerald Publishing Limited, 2017. [35] WANG K, CHEN Y, LIU Y,et al. Board secretary's financial experience, overconfidence, and SMEs' financing preference: evidence from China's NEEQ market[J].Journal of Small Business Management, 2020,61(3):1-33. [36] 郭海, 李永慧. 创新偏离度、利益相关者评价与企业绩效——新兴产业与成熟产业的比较研究[J].中国人民大学学报, 2019, 33(3):59-71. [37] BLEI D M, NG A Y, JORDAN M I. Latent dirichlet allocation[J].Journal of Machine Learning Research, 2003, 3(4-5): 993-1022. [38] WIBBENS P D, SIGGELKOW N. Introducing LIVA to measure long-term firm performance[J].Strategic Management Journal, 2020, 41(5): 867-890. [39] AL FAROOQUE O, VAN ZIJL T, DUNSTAN K, et al. Co-deterministic relationship between ownership concentration and corporate performance: evidence from an emerging economy[J].Accounting Research Journal, 2010,23(2):172--189. [40] LIND J T, MEHLUM H. With or without U? the appropriate test for a U-shaped relationship[J].Oxford Bulletin of Economics and Statistics, 2010, 72(1): 109-118. [41] SNIHUR Y, THOMAS L D W, BURGELMAN R A. An ecosystem-level process model of business model disruption: the disruptor's gambit[J].Journal of Management Studies, 2018, 55(7): 1278-1316.
|
|
|
|