摘要: |
数字经济孕育了以互联网为交易或交互基础的新兴零售平台企业,却破坏了传统零售平台企业赖以生存的商业模式和发展路径使其不得不进行商业模式创新。以探索—利用框架为理论视角,通过对红星美凯龙和宜家中国2个案例企业进行比较分析,探究了传统零售平台企业在数字经济背景下不同的商业模式创新路径及其背后的主导逻辑。研究发现,当环境变化对商业模式的核心元素产生威胁且生态参与者结构嵌入松散时,它们企业倾向于采用探索式商业模式创新,一方面利用数字技术创新价值主张和价值创造方式,另一方面对生态参与者结构进行改造,引入并中心化新参与者,维持并边缘化原参与者;当环境变化对商业模式支持元素产生威胁且生态参与者结构嵌入紧密时,它们倾向于采用利用式商业模式创新,保持原有价值主张和价值创造方式基本不变,一方面利用数字技术改变价值传递和价值捕获,另一方面对生态参与者结构进行强化,引入并边缘化新参与者,维持并中心化原参与者。通过对比探索式和利用式商业模式创新过程,总结了不同商业模式创新过程背后的主导逻辑,形成的理论框架对零售和其他平台企业的商业模式创新都有一定的启示作用。 |
关键词: 平台企业 商业模式创新 数字经济 传统零售企业 探索—利用框架 |
DOI:10.13581/j.cnki.rdm.20221177 |
分类号:F270 |
基金项目:国家自然科学基金项目“中国企业海外直接投资的国内声誉关联动因及其价值研究”(71872113)。 |
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Business Model Innovation of Traditional Retail Platform Companies in the Context of Digital Economy—Paired Case Studies Based on Red Star Macalline and IKEA China |
GENG Ju-hui, JING Run-tian
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Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai 200030, China
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Abstract: |
While digital technology has given birth to internet-based retail platforms, it has undermined the business models and development paths on which traditional retail platform companies rely, which forced them to engage in business model innovation. Through a comparative analysis of two case firms, Red Star Macalline and IKEA China, it explored the business model innovation (BMI) process of traditional retail platform companies in the context of the digital economy. Based on exploration-exploitation framework, it finds that when environmental changes threaten the core elements of the business model and ecological participants are loosely embedded in the ecosystem, traditional retail platform companies tend to adopt exploratory BMI, using digital technology to innovate value proposition and value creation on the one hand, and transforming the ecological structure on the other hand, introducing and centering new participants and maintaining and marginalizing the original ones. When environmental changes threaten the peripheral elements of the business model and ecological participants are tightly embedded in the ecosystem, the companies tend to adopt exploitative BMI, keeping the original value proposition and value creation basically unchanged, using digital technology to change value delivery and value capture on the one hand, and strengthening the structure of ecological participants on the other hand, introducing and marginalizing new participants and maintaining and centralizing the original participants. By comparing the exploratory and exploitative BMI processes, it summarizes the dominant logic behind different BMI processes, and the resulting theoretical framework has implications for BMI in retail and even other platform companies. |
Key words: platform enterprise business model innovation digital economy traditional retail enterprise exploratory-exploitative framework |