商业模式设计对新创企业创新绩效的影响

Abstract
Figure/Table
References
Related Citation (15)

Download: PDF (5639 KB) HTML (1 KB)
Export: BibTeX | EndNote (RIS)

Abstract By applying an organizational ambidexterity perspective to the business model design of new ventures,this study distinguishes novelty-centered and efficiency-centered business model to examine the effects of different business models design on innovation performance.With an analysis on data of 176 new ventures,it finds that both efficiency-centered and novelty-centered business model are positively related to innovation performance;the balance dimension of business model(the balance between efficiency and novelty themes)has no significant effect to innovation performance;and the combined dimension of business model(the interaction between efficiency and novelty themes)is negatively related to innovation performance.These results show that for enterprises,especially for new ventures,the different business models have great effects on innovative performance.The conclusions expands the theory of business model and should be of guiding significance to design the business model for the new ventures.

Key words： Business model Organizational ambidexterity Innovation performance New venture

Received: 04 May 2017

PACS:

F273

	Service

	E-mail this article
	Add to my bookshelf
	Add to citation manager
	E-mail Alert
	RSS
	Articles by authors
	Hong Jin
	Yang Nana
	Yang Yang

Cite this article:

Hong Jin,Yang Nana,Yang Yang. Business Model Design and New Venture Innovation Performance[J]. , 2018, 0(2): 120-127.

URL:

http://www.zgkjlt.org.cn/EN/ OR http://www.zgkjlt.org.cn/EN/Y2018/V0/I2/120

[1] MORRIS M,SCHINDEHUTTE M,ALLEN J.The entrepreneur's business model:toward a unified perspective[J] .Journal of business research,2005,58(6):726-735.
[2] TEECE D J.Business models,business strategy and innovation[J] .Long range planning,2010,43(2):172-194.
[3] STINCHCOMBE A L,MARCH J G.Social structure and organizations[J] .Advances in strategic management,1965,17:229-259.
[4] AMIT R,ZOTT C.Value creation in e-business[J] .Strategic management journal,2001,22(6-7):493-520.
[5] 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.
[6] ZOTT C,AMIT R,MASSA L.The business model:recent developments and future research[J] .Journal of management,2011,37(4):1019-1042.
[7] O'REILLY C A,TUSHMAN M L.Organizational ambidexterity:past,present,and future[J] .The academy of management perspectives,2013,27(4):324-338.
[8] DUNCAN R B.The ambidextrous organization:designing dual structures for innovation[J] .The management of organization,1976(1):167-188.
[9] MARCH J G.Exploration and exploitation in organizational learning[J] .Organization science,1991,2(1):71-87.
[10] IM G,RAI A.Knowledge sharing ambidexterity in long-term interorganizational relationships[J] .Management science,2008,54(7):1281-1296.
[11] JANSEN J J P,VAN DEN BOSCH F A J,VOLBERDA H W.Exploratory innovation,exploitative innovation,and performance:effects of organizational antecedents and environmental moderators[J] .Management science,2006,52(11):1661-1674.
[12] BELLMAN R,CLARK C E,MALCOLM D G,et al.On the construction of a multi-stage,multi-person business game[J] .Operations research,1957,5(4):469-503.
[13] JONES G M.Educators,electrons,and business models:a problem in synthesis[J] .The accounting review,1960,35(4):619-626.
[14] TIMMERS P.Business models for electronic markets[J] .Electronic markets,1998,8(2):3-8.
[15] MAGRETTA J.Why business models matter[J] .Harvard business review,2002,80(5):86-92.
[16] OSTERWALDER A,PIGNEUR Y,TUCCI C L.Clarifying business models:origins,present,and future of the concept[J] .Communications of the association for information systems,2005,16(1):1.
[17] JOHNSON M W,CHRISTENSEN C M,KAGERMANN H.Reinventing your business model[J] .Harvard business review,2008,86(12):57-68.
[18] ZOTT C,AMIT R.Business model design and the performance of entrepreneurial firms[J] .Organization science,2007,18(2):181-199.
[19] HE Z L,WONG P K.Exploration vs.exploitation:an empirical test of the ambidexterity hypothesis[J] .Organization science,2004,15(4):481-494.
[20] SIMSEK Z,HEAVEY C,VEIGA J F,et al.A typology for aligning organizational ambidexterity's conceptualizations,antecedents,and outcomes[J] .Journal of management studies,2009,46(5):864-894.
[21] BADEN-FULLER C,HAEFLIGER S.Business models and technological innovation[J] .Long range planning,2013,46(6):419-426.
[22] BRETTEL M,STRESE S,FLATTEN T C.Improving the performance of business models with relationship marketing efforts:an entrepreneurial perspective[J] .European management journal,2012,30(2):85-98.
[23] HE Z L,WONG P K.Exploration vs.exploitation:an empirical test of the ambidexterity hypothesis[J] .Organization science,2004,15(4):481-494.
[24] HU B.Linking business models with technological innovation performance through organizational learning[J] .European management journal,2014,32(4):587-595.
[25] 张郑熠,金珺,陈俊滢,等.商业模式设计对新创企业绩效的影响机制研究[J] .西安电子科技大学学报(社会科学版),2015,25(6):23-32.
[26] ZHANG Y,LI H.Innovation search of new ventures in a technology cluster:the role of ties with service intermediaries[J] .Strategic management journal,2010,31(1):88-109.
[27] LOVELACE K,SHAPIRO D L,WEINGART L R.Maximizing cross-functional new product teams'innovativeness and constraint adherence:a conflict communications perspective[J] .Academy of management journal,2001,44(4):779-793.
[28] HU B,CHEN W.Business model ambidexterity and technological innovation performance:evidence from China[J] .Technology analysis & strategic management,2016,28(5):583-600.
[29] WINTER S G,SZULANSKI G.Replication as strategy[J] .Organization science,2001,12(6):730-743.
[30] 阎婧,刘志迎,郑晓峰.环境动态性调节作用下的变革型领导,商业模式创新与企业绩效[J] .管理学报,2016,13(8):1208-1214.
[31] 王炳成,张士强.商业模式创新,员工吸收能力和创新合法性:跨层次的实证分析[J] .科研管理,2016,37(11):1-10.
[32] 胡保亮.商业模式影响创新绩效的机制研究:知识搜索的中介作用[J] .科技进步与对策,2013,30(17):19-24.
[33] 陈亚光,吴月燕,杨智.商业模式创新对财务绩效的影响:一个整合模型[J] .中国科技论坛,2017(3):156-162.