在VUCA环境下，企业商业模式裂变现象增多，但现有研究尚未揭示其具体形成路径与机理，无法指导企业实践。选取6家典型商业模式裂变企业，运用扎根理论方法构建商业模式裂变分类模型，探讨每类裂变发生机理。结果发现：VUCA环境能够促使管理者感知到可能存在的事业机会，并为实现事业发展目标进行创新变革，从而促成自我实现型商业模式裂变；组织通过资源有效编排，利用冗余资源推动商业模式创新，导致资源编排型商业模式裂变；企业为了应对外部压力，通过探索多元化市场和构建新的商业模式以获得竞争优势，导致外部压力型商业模式裂变。最后，对结果进行讨论，并提出相关建议。

As the external environment faced by companiestends to be increasingly volatile, uncertain, complex and ambiguous (VUCA), an effective business model not only becomes an important source of profitability and competitive advantage, it is also one of the key factors determining the success or failure of companies. In the VUCA environment, the business models of many companies have the characteristics of dynamic and diversification, showing the phenomenon of business model spin-off. As a special phenomenon of business model innovation, business model spin-off has injected new vitality for company development, and its importance has been fully reflected in practice. However, a current key issue is that business model spin-off occurs frequently in practice, but there is a lack of relevant theoretical research in academia. Therefore, it is urgent to carry out special research on business model spin-off, especially to clarify the following questions: what is business model spin-off and how does it happen?It is particularly important to clarify these basic questions for both theoretical research and business practice.#br#On the basis of related literature on business model innovation and organizational spin-off, this study first defines the concept of business model spin-off, and compares the concepts of business model spin-off, business model innovation, and organizational spin-off. Second, according to the theoretical sampling principles,the study selects six case companies to obtain the primary data through semi-structured interviews with middle and senior management of the case companies, and then it collects the secondary data from each case company through media reports, books, and research papers. Finally, according to the data coding process of the grounded theory method, the study sequentially carries out open coding, axial coding and selective coding on the case data, and constructs the occurrence mechanism model of business model spin-off based on the results of grounded theory.#br#The results indicate that in the VUCA environment there are multiple scenarios that drive companies to engage in business model spin-off, which are mainly reflected in the following three paths. First, the VUCA environment exposes many unstable factors to company development,and it also brings potential career opportunities to managers. As the top personnel in the company, managers themselves have a strong need for self-realization. In order to surpass themselves in career, managers will actively look for good opportunities to realize their own career development, take advantage of the company's existing business model to further develop the opportunities into a feasible business model, improve their personal career achievements and thus promote the self-fulfilling type business model spin-off. Second, in the face of VUCA environment, companies will strengthen internal resource management, identify redundant resources in terms of capital, talent and technology available to the company, and provide resources guarantee for the future development of the company. For the identified organizational redundancy, some teams in the company hope to promote the development of the company and team members through the utilization of redundant resources, so these teams will spontaneously maximize the value of redundant resources through agile resource orchestration, especially based on the specific advantages of existing business model, creative integration and utilization of redundant resources to spin-off new business model and realize a resource orchestration type of business model spin-off. Third, in the VUCA environment, the situation is complex and volatile, and the pressure on companies are more frequent and intense. Companies will take active actions to cope with the impact of external pressure events, and one of the very important ways is to enhance the resilience of companies to deal with the challenges. Therefore, companies start to conduct diversified market exploration and try to build an effective business model for new target market by using the success factors of their existing business models, diversifying organizational risks and improving the organization's ability to respond to external pressure events, and these bring external pressure of the business model spin-off.#br#The research findings have the following theoretical contributions and practical implications. First,this study on business model spin-off explores the business model problem from a new perspective, extends the scope of business model research, and partially responds to the challenge that business model research neither raises new issues nor adopts new perspectives to analyze and solve problems. Second, with regard to the practice of business model spin-off of companies, the academic community has lacked sufficient theoretical understanding and research on the mechanism of business model spin-off. This study provides a theoretical supplement to this realistic problem, and can also provide useful insights for further research on business model spin-off. Third, the research results have important guiding and enlightening values for companies to correctly understand and promote business model spin-off.#br#