|
|
|
| Value Chain Remodeling Mechanism in the Digital Transformation of Enterprises:A Longitudinal Case Study Based on Huawei and Midea |
| Zhu Xiumei,Lin Xiaoyue |
| (School of Business and Management, Jilin University, Changchun 130012, China) |
|
|
|
|
Abstract The digital transformation of enterprises has become a hot issue of common concern in both academia and practice in recent years. Many Chinese enterprises take digital transformation as their next development focus. Enterprises with successful digital transformation normally develop from initial exploration to digitally-driven value chain operations,such as transforming digitalization from focusing on a single link, industry, or field to a comprehensive mapping of all links in the value chain, continuously using digital technology to remodel the value chain, and accelerating cross-border integration and synergy with multiple external entities. How to remodel the value chain is a challenge for enterprises facing the digital transformation, and it is also a theoretical frontier problem that needs to be solved. However, the value chain remodeling mechanism in the digital transformation of enterprises involves both digital transformation and value chain, yet they have not established sufficient connection, and there is a lack of attention on the value chain remodeling in digital transformation. Therefore, it is also the core issue of this paper to investigate the value chain remodeling mechanism in the digital transformation of enterprises.#br#This paper selects Huawei and Midea for a longitudinal dual case study, relying on the logical line of "technology-behavior/capability-result" of technology empowerment theory, and constructs a "digital technology-resource orchestration-value chain remodeling". The study explores the dynamic evolution mechanism of value chain remodeling in the process of digital transformation, reveals the realization path and value transmission mechanism of value chain remodeling, and compares and analyzes the similarities and differences of the value chain remodeling mechanism between Huawei as a foundation -oriented enterprise and Midea as an application-oriented enterprise.#br#It is found that digital technology is the engine and the most fundamental driver of value chain remodeling and that by empowering the new resource combination of data resources and traditional resources, it enhances resource bundling, and innovates resource leveraging methods, thereby triggering value chain remodeling. In the digitalization stage, the value chain remodeling of foundation -oriented enterprises follows the path of "single-point digital technology and distributed digital technology-deep resource structuring, stabilizing resource bundling, business leveraging-value chain digital rebirth and value chain digital co-progression". The value chain remodeling mechanism of application-oriented enterprises follows the path of "single-point digital technology-deep resource structuring, enriching resource bundling, environmental leveraging-value chain digital rebirth and value chain digital co-progression". In the networking stage,the value chain remodeling of foundation-oriented enterprises follows the path of "distributed digital technology-extensive resource structuring, enriching resource bundling, platform leveraging-value chain digital twin and value chain digital co-creation";the value chain remodeling of application-oriented enterprises follows the path of "distributed digital technology-extensive resource structuring, enriching resource bundling, platform leveraging-value chain digital twin and value chain digital co-creation". In the intelligence stage, the value chain remodeling mechanism in the digital transformation of enterprise follows the path of "distributed digital technology, intelligent technology-deep and extensive resource structuring, pioneering resource bundling, human-machine leveraging-value chain digital newborn and value chain digital co-evolution". The differences in the starting point, motivation, and transformative nature of digital transformation between foundation-oriented and application-oriented enterprises bring differences in value chain remodeling mechanisms in the digitalization and networking stages.#br#This paper innovatively constructs a research framework of "digital technology-resource orchestration-value chain remodeling" to explore the dynamic evolution law of the value chain remodeling mechanism of foundation-oriented enterprises and application-oriented enterprises, which to a certain extent makes up for the static and one-sided defects of related research. As a result, this research promotes the deep integration of digital transformation research and value chain research.Furthermore, it provides a new explanatory framework and ideas for the value chain remodeling in the digital transformation of enterprises based on technology empowerment theory and reveals the paths and laws of value chain remodeling in digitalization, networking, and intelligence stages of case enterprises based on the research framework, expanding the application context and research boundary of technology empowerment theory in digital transformation research. Finally, it clarifies the definition and dimensions of resource orchestration in the context of digital transformation, responding to the call of scholars for strengthening the exploration of the laws of resource orchestration in the era of big data by using the case study method.#br#
|
|
Received: 30 December 2021
|
|
|
|
|
|
[1] 邵婧婷. 数字化、智能化技术对企业价值链的重塑研究[J]. 经济纵横, 2019,35(9):95-102.
[2] 张振刚, 许亚敏, 罗泰晔. 大数据时代企业动态能力对价值链重塑路径的影响——基于格力电器的案例研究[J]. 管理评论, 2021, 33(3):339-352.
[3] NAMBISAN S. Digital entrepreneurship: toward a digital technology perspective of entrepreneurship[J]. Entrepreneurship Theory and Practice, 2017, 41(6):1029-1055.
[4] NAMBISAN S, LYYTINEN K, MAJCHRZAK A, et al. Digital innovation management: reinventing innovation management research in a digital world[J]. MIS Quarterly, 2017, 41(1):223-238.
[5] 吕文晶, 陈劲, 刘进. 工业互联网的智能制造模式与企业平台建设——基于海尔集团的案例研究[J].中国软科学, 2019,33(7):1-13.
[6] CALISKAN A, OZEN O, DENIZ Y, et al. Digital transformation of traditional marketing business model in new industry era[J]. Journal of Enterprise Information Management, 2021, 34(4):1252-1273.
[7] LI F. The digital transformation of business models in the creative industries: a holistic framework and emerging trends[J]. Technovation, 2020, 92-93:1012012-1012021.
[8] SCHWARZMLLER T, BROSI P, DUMAN D, et al. How does the digital transformation affect organizations? key themes of change in work design and leadership[J]. Management Revue, 2018, 29(2):114-138.
[9] VIAL G. Understanding digital transformation: a review and a research agenda[J]. The Journal of Strategic Information Systems, 2019, 28(2):118-144.
[10] 高素英, 张烨, 金相杉. 技术赋能视角下企业服务生态系统动态演化机理研究[J]. 科学学与科学技术管理, 2021, 42(4):104-126.
[11] AMIT R, HAN X. Value creation through novel resource configurations in a digitally enabled world[J]. Strategic Entrepreneurship Journal, 2017, 11(3):228-242.
[12] 张青, 华志兵. 资源编排理论及其研究进展述[J]. 经济管理, 2020,43(90):193-208.
[13] AMIT R, ZOTT C. Creating value through business model innovation[J]. MIT Sloan Management Review, 2012, 53(3): 41-49.
[14] ZHOU J, LI P G, ZHOU Y H, et al. Toward new-generation intelligent manufacturing[J]. Engineering, 2018, 4(1):11-20.
[15] SOLUK J, KAMMERLANDER N. Digital transformation in family-owned mittelstand firms: a dynamic capabilities perspective[J]. European Journal of Information Systems, 2020(11):36-99.
[16] VERHOEF P C, BROEKHUIZEN T, BARTY, et al. Digital transformation: a multidisciplinary reflection and research agenda[J]. Journal of Business Research, 2021, 122: 889-901.
[17] 王国红, 汪媛媛, 黄昊,等. 资源整合对企业价值链延伸的影响研究[J]. 研究与发展管理, 2020, 32(4):48-60.
[18] RYMASZEWSKA A, HELO P, GUNASEKARAN A. IoT powered servitization of manufacturing——an exploratory case study[J]. International Journal of Production Economics, 2017, 192(10):92-105.
[19] HOLMSTROM J. Recombination in digital innovation: challenges, opportunities, and the importance of a theoretical framework[J]. Information and Organization, 2018, 28(2):107-110.
[20] 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):90-98,109.
[21] 罗仲伟, 李先军, 宋翔. 从“赋权”到“赋能”的企业组织结构演进:基于韩都衣舍案例的研究[J]. 中国工业经济, 2017, 35(9):174-192.
[22] 关婷, 薛澜, 赵静. 技术赋能的治理创新:基于中国环境领域的实践案例[J]. 中国行政管理, 2019, 35(4):58-65.
[23] 胡海波, 卢海涛. 企业商业生态系统演化中价值共创研究——数字化赋能视角[J]. 经济管理, 2018, 40(8):55-71.
[24] 龚艺巍, 谢诗文, 施肖洁. 云技术赋能的政府数字化转型阶段模型研究:基于浙江省政务改革的分析[J]. 现代情报, 2020, 40(6):114-121,128.
[25] SIRMON D G, HITT M A, IRELAND R D, et al. Resource orchestration to create competitive advantage breadth, depth, and life cycle effects[J]. Journal of Management, 2011, 37(5):1390-1412.
[26] 朱秀梅, 刘月, 陈海涛. 数字创业:要素及内核生成机制研究[J]. 外国经济与管理, 2020, 42(4):19-35.
[27] SIRMON D G. HITT M A. IRELAND R D. Managing firm resources in dynamic environments to create value: looking inside the black box[J]. Academy of Management Review, 2007, 32(1):273-292.
[28] 谢洪明, 章俨, 刘洋,等. 新兴经济体企业连续跨国并购中的价值创造:均胜集团的案例[J]. 管理世界, 2019, 35(5):161-178,200.
[29] REINARTZ W, WIEGAND N, IMSCHLOSS M. The impact of digital transformation on the retailing value chain[J]. International Journal of Research in Marketing, 2019, 36(3): 350-366.
[30] LICHTENSTEIN B M B, BRUSH C G. How do “resource bundles” develop and change in new ventures? a dynamic model and longitudinal exploration[J]. Entrepreneurship Theory and Practice, 2001, 25: 37-58.
[31] PORTER M E. Competitive Advantage[M]. New York:The Free Press, 1985.
[32] CHATAIN O. Value creation, competition, and performance in buyer-supplier relationships[J]. Strategic Management Journal, 2011, 32(1):76-102.
[33] 王毅. 数字创新与全球价值链变革[J]. 清华管理评论, 2020,11(3):52-58.
[34] YIN R K.Case study research: design and methods[M].London: Sage Publications, 2014.
|
|
|
|
