互联网企业内部创业路径的动态演进——创业机会选择视角的纵向双案例研究
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摘要
从创业机会选择视角探讨互联网企业内部创业路径的演化机制具有丰富的理论意义。本文基于创业理论提出创业机会、内企业家、组织特征和资源承诺四要素模型,选取腾讯和阿里作为案例研究对象,利用纵向跨案例对比分析识别了复制型内部创业、拓展型内部创业和生态型内部创业3种内部创业路径。研究发现:(1)源于不同创业机会的复制型内部创业和拓展型内部创业在经历战略转折后均可趋同演化为生态型内部创业;(2)创业初期,组织特征在复制型内部创业路径和拓展型内部创业路径中的表现形式和作用机制不同,而内企业家和资源承诺的表现形式和作用机制相同;(3)创业转折期后,内企业家和组织特征在生态型内部创业路径中的表现形式与作用机制发生改变,而资源承诺在生态型内部创业路径中的表现形式与作用机制保持不变。基于中国互联网情境探讨内部创业路径的演化机制,为互联网企业内部创业提供理论框架和创新路径。
Faced with the intricate Internet market environment in which the market ecosystem is not yet perfect,how to successfully grasp the entrepreneurial opportunities in China's Internet companies is a realistic problem for Internet companies to solve their internal entrepreneurship.Under the framework of entrepreneurial opportunity theory,entrepreneurial opportunities can be discovered or built,so what are the key elements that support entrepreneurial success,regardless of the entrepreneurial opportunities that originate from which entrepreneurial opportunities? What is the path model of internal entrepreneurship? They are all important issues of theoretical and practical significance.Therefore,it is of great theoretical significance to explore the evolution mechanism of the internal entrepreneurial path of Internet companies from the perspective of entrepreneurial opportunity selection.Based on entrepreneurial theory,this paper proposes four models of entrepreneurial opportunities,entrepreneurs,organizational characteristics and resource commitments.Tencent and Ali are selected as case studies,and vertical cross-case comparison analysis is used to identify replicative internal entrepreneurship,extended internal entrepreneurship and ecotype.Internal entrepreneurship 3 internal entrepreneurship paths.The research finds that:first,Replica-based internal entrepreneurship and expansion-oriented internal entrepreneurship originating from different entrepreneurial opportunities can evolve into ecological internal entrepreneurship after experiencing a strategic turning point; second,In the early stage of entrepreneurship,organizational characteristics are in the replication-based internal entrepreneurial path.It has different manifestations and mechanisms of action in the extended internal entrepreneurial path,while the internal entrepreneurs and resource commitments have the same form and mechanism of action; third,After the entrepreneurial turning point,the internal entrepreneurs and organizational characteristics are in the ecological internal entrepreneurial path.The form of expression and the mechanism of action change,while the representation and mechanism of resource commitment in the eco-type internal entrepreneurship path remain unchanged.Based on the Chinese Internet situation,this paper explores the evolution mechanism of internal entrepreneurial path and provides a theoretical framework and innovative path for internal entrepreneurship of Internet companies.This paper breaks through the internal entrepreneurial path from the perspective of external influence factors or internal influence factors,and then summarizes the evolution path of internal entrepreneurship of Internet companies based on the perspective of entrepreneurial opportunities,specifically showing entrepreneurial opportunities,entrepreneurs,organizational characteristics and resource commitments.The dynamic change process is embodied in the replication of internal entrepreneurship,extended internal entrepreneurship and eco-type internal entrepreneurship at different stages.The research conclusions further make up for the lack of consideration of the stage evolution and industry situation in the existing internal entrepreneurial model.This paper proposes three internal entrepreneurial opportunities based on the source of entrepreneurial opportunities,namely,replicating internal entrepreneurial opportunities,expanding internal entrepreneurial opportunities and ecological internal entrepreneurial opportunities,and objective ontology of entrepreneurial opportunities,entrepreneurial opportunities subjective ontology and the findings of entrepreneurial opportunities are consistent with the findings of the constructivist theory.In addition,the previous research only focused on the classification of entrepreneurial opportunities,but did not pay attention to whether there are conversion mechanisms between different types of entrepreneurial opportunities.This study found replicative internal entrepreneurial opportunities and expanded internal entrepreneurial opportunities to ecological interiors.The actual case of the evolution of entrepreneurial opportunities,and the integration model,is an extension of the theoretical research on entrepreneurial opportunities.
Faced with the intricate Internet market environment in which the market ecosystem is not yet perfect,how to successfully grasp the entrepreneurial opportunities in China's Internet companies is a realistic problem for Internet companies to solve their internal entrepreneurship.Under the framework of entrepreneurial opportunity theory,entrepreneurial opportunities can be discovered or built,so what are the key elements that support entrepreneurial success,regardless of the entrepreneurial opportunities that originate from which entrepreneurial opportunities? What is the path model of internal entrepreneurship? They are all important issues of theoretical and practical significance.Therefore,it is of great theoretical significance to explore the evolution mechanism of the internal entrepreneurial path of Internet companies from the perspective of entrepreneurial opportunity selection.Based on entrepreneurial theory,this paper proposes four models of entrepreneurial opportunities,entrepreneurs,organizational characteristics and resource commitments.Tencent and Ali are selected as case studies,and vertical cross-case comparison analysis is used to identify replicative internal entrepreneurship,extended internal entrepreneurship and ecotype.Internal entrepreneurship 3 internal entrepreneurship paths.The research finds that:first,Replica-based internal entrepreneurship and expansion-oriented internal entrepreneurship originating from different entrepreneurial opportunities can evolve into ecological internal entrepreneurship after experiencing a strategic turning point; second,In the early stage of entrepreneurship,organizational characteristics are in the replication-based internal entrepreneurial path.It has different manifestations and mechanisms of action in the extended internal entrepreneurial path,while the internal entrepreneurs and resource commitments have the same form and mechanism of action; third,After the entrepreneurial turning point,the internal entrepreneurs and organizational characteristics are in the ecological internal entrepreneurial path.The form of expression and the mechanism of action change,while the representation and mechanism of resource commitment in the eco-type internal entrepreneurship path remain unchanged.Based on the Chinese Internet situation,this paper explores the evolution mechanism of internal entrepreneurial path and provides a theoretical framework and innovative path for internal entrepreneurship of Internet companies.This paper breaks through the internal entrepreneurial path from the perspective of external influence factors or internal influence factors,and then summarizes the evolution path of internal entrepreneurship of Internet companies based on the perspective of entrepreneurial opportunities,specifically showing entrepreneurial opportunities,entrepreneurs,organizational characteristics and resource commitments.The dynamic change process is embodied in the replication of internal entrepreneurship,extended internal entrepreneurship and eco-type internal entrepreneurship at different stages.The research conclusions further make up for the lack of consideration of the stage evolution and industry situation in the existing internal entrepreneurial model.This paper proposes three internal entrepreneurial opportunities based on the source of entrepreneurial opportunities,namely,replicating internal entrepreneurial opportunities,expanding internal entrepreneurial opportunities and ecological internal entrepreneurial opportunities,and objective ontology of entrepreneurial opportunities,entrepreneurial opportunities subjective ontology and the findings of entrepreneurial opportunities are consistent with the findings of the constructivist theory.In addition,the previous research only focused on the classification of entrepreneurial opportunities,but did not pay attention to whether there are conversion mechanisms between different types of entrepreneurial opportunities.This study found replicative internal entrepreneurial opportunities and expanded internal entrepreneurial opportunities to ecological interiors.The actual case of the evolution of entrepreneurial opportunities,and the integration model,is an extension of the theoretical research on entrepreneurial opportunities.
引文
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[3]斯晓夫,王颂,傅颖.创业机会从何而来:发现,建构还是发现+建构?——基于创业机会的理论前沿研究[J].北京:管理世界,2016,(3):115-125.
[4] Pinchot,G.Intrapreneuring[M].New York:Harper & Row Press,1985.
[5]Alvarez,S.A.and J.B.Bareny.Discovery and Creation:Alternative Theories of Entrepreneurial Action[J].Strategic Entrepreneurship Journal,2007,1,(1-2):11-26.
[6]Burgelman,R.A.A Process Model of Internal Corporate Venturing in the Diversified Major Firm[J].Administrative Science Quarterly,1983,28,(2):223-244.
[7]Lumpkin,G.T.and G.G..Dess.Clarifying the Entrepreneurial Orientation Construct and Linking it to Performance[J].The Academy of Management Review,1996,21,(1):135-172.
[8]Covin,J.G.and D.P.Slevin.A conceptual Model of Entrepreneurship as Firm Behavior[J].Entrepreneurship Theory and Practice,1991,6,(1):7-25.
[9]Antoncic,B.and R.D.Hisrich.Intrapreneurship Modeling in Transition Economics:A Comparison of Slovenia and the United States[J].Journal of Developmental Entrepreneurship,2000,5,(1):21-40.
[10]Kuratko,D.,R.Montagno,and J.Hornsby.Developing an Intrapreneurial Assessment Instrument for an Effective Corporate Entrepreneurial Environment[J].Strategic Management Journal,1990,11,(5):49-58.
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[14]Carrier,C.Intrapreneurship in Large Firms and SMEs:A Comparative Study[J].International Small Business Journal,1994,12,(3):54-61.
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[16]Pantry,S.and P.Griffiths.Being an Intrapreneur and Creating a Successful Information Service Within Your Organization[J].Business Information Review,2000,17,(4):205-214.
[17]Gapp,R.and R.Fisher.Developing an Intrapreneur-led Three-phase Model of Innovation[J].International Journal of Entrepreneurial Behavior & Research,2007,13,(6):330-348,
[18]Camelo-Ordaz,C., M.Fernández-Alles, J.Ruiz-Navarro,and E.Sousa-Ginel.The Intrapreneur and Innovation in Creative Firms[J].International Small Business Journal:Researching Entrepreneurship,2012,30,(5):513-535.
[19]Low,M.B.and I.C.MacMillan.Entrepreneurship:Past Research and Future Challenges[J].Journal of Management,1988,14,(2):139-161.
[20]Shane,S.and S.Venkataraman.The Promise of Entrepreneurship as a Field of Research[J].Academy of Management Review,2000,25,(1):217-226.
[21]Sharon,A.and J.B.Alvarez.Barney Opportunities,Organizations,and Entrepreneurship[J].Strategic Entrepreneurship Journal,2008,2,(4):265-267.
[22]Ronald,K., M.B.Randolph-Seng,and J.R.Mitchell.Socially Situated Cognition:Imagining New Opportunities for Entrepreneurship Research[J].Academy of Management Review,2011,36,(4):774-778.
[23]Styles,C.and R.G.Seymour.Opportunities for Marketing Researchers in International Entrepreneurship[J].International Marketing Review,2006,23,(2):126-145.
[24]Eckhardt,J.T.and S.Shane.Opportunities and Entrepreneurship[J].Journal of Management,2003,29,(1):333-349.
[25]Adler,P.S.,and S.W.Kwon.Social Capital:Prospects for a New Concept[J].Academy of Management Review,2002,27,(1):17-40.
[26]Ardichvili,A.,R.Cardozo,and S.A.Ray.Theory of Entrepreneurial Opportunity Identification and Development[J].Journal of Business Venturing,2003,18,(1):105-123.
[27]吕相伟.政策不确定性与企业家活动配置[J].北京:经济管理,2014,(3):22-39.
[28]Walton,A.The Impact of Interpersonal Factors on Creativity[J].International Journal of Entrepreneurial Behaviour & Research,2003,9,(4):146-62.
[29]Wunderer,R.Employees as ‘Co-intrapreneurs’-a Transformation Concept[J].Leadership & Organization Development Journal,2001,22,(5/6):193-211
[30]Battilana,J.and T.Casciaro.Change Agents,Networks,and Institutions:A Contingency Theory of Organizational Change[J].Academy of Management Journal,2012,55,(2):256-260.
[31]Vovin,J.G.and D.P.Slevin.The Influence of Organization Structure on the Utility of an Entrepreneurial Top Management Style[J].Journal of Management Studies,1988,25,(3):217-234.
[32]Van de Ven,A.H.On the Nature,Formation and Maintenance of Relations among Organizations[J].Academy of Management Review,1976,1,(4):24-36.
[33] Khandwalla,P.N.The Design of Organizations[M].New York:Harcourt Brace Jovanovich,Inc.Press,1977.
[34]Burgelman R.C.Christensen,and S.Wheelwright.Strategic Management of Technology and Innovation[M].New York:McGraw-Hill Education,2008.
[35]付家骥.技术创新学[M].北京:清华大学出版社,1998.
[36] Barney,J.B..The Resource Based Theory of the Firm[J].Organizational Science,1986,26,(1):41-56.
[37]Dutton,J.and S.Jackson.Categorizing Strategic Issues:Links to Organizational Action[J].Academy of Management Review,1987,12,(1):76-90.
[38]鲁喜凤,郭海.机会创新性、资源整合与新企业绩效关系[J].北京:经济管理,2018,(10):44-57.
[39]Daugherty,P.J.,C.W.Autry,and A.E.Ellinger.Reverse Logistics:The Relationship Between Resource Commitment and Program Performance[J].Journal of Business Logistics,2001,22,(1):107-123.
[40]Barney,J.B.Firm Resources and Sustainable Competitive Advantage[J].Journal of Management,1991,17,(1):99-120.
[41] Honig,B.Learning Strategies and Resources for Entrepreneurs and Intrapreneurs[J].Entrepreneurship Theory and Practice,2001,26,(1):21-34.
[42]孙红霞,郭霜飞,陈浩义.创业自我效能感、创业资源与农民创业动机[J].北京:科学学研究,2013,(12):1879-1888.
[43]Vargo,S.L.and R.F.Lusch.It’s a all B2B and Beyond:Toward A Systems Perspective of the Market[J].Industrial Marketing Management,2011,40,(2):181-187.
[44]Heinonen,K.and T.Strandvik.Customer-Dominant Logic:Foundations and Implications[J].Journal of Services Marketing,2015,29,(6-7):472-484.
[45]Yin,R.K.Case Study Research:Design and Methods(3nd ed.)[M].London:Sage Publications,Beverly Hills,CA,2002.
[46]Eisenhardt,K.M.Building Theories from Case Study Research[J].Academy of Management Review,1989,14,(4):532-550.
[47]Eisenhardt,K.M.and M.E.Graebner.Theory Building From Cases:Opportunities and Challenges[J].Academy of Management Journal,2007,50,(1):25-32.
[48]Strauss,A.and J.Corbin.Basics of Qualitative Research:Grounded Theory Procedures and Techniques[M].Newbury Park,CA:Sage Publications,1990.
[49]Holsti,O.R.Content Analysis for the Social Sciences and Humanities[M].MA:Addison-Wesley,1969.
[50]Garud,R.and A.P.Giuliani.A Narrative Perspective on Entrepreneurial Opportunities[J].Academy of Management Review,2013,38,(1):157-160.
[51]Mathias,B.D.,D.W.Williams,and A.R.Smith.Entrepreneurial Inception:The Role of Imprinting in Entrepreneurial Action[J].Journal of Business Venturing,2015,30,(1):11-28.
[52]吴晓波.腾讯传1998—2016—中国互联网公司进化论[M].杭州:浙江大学出版社,2017.
[53]Kellermanns,F., J.Walter,T.R.Crook,B.Kemmerer,and V.Narayanan.The Resource-Based View in Entrepreneurship:A Content-Analytical Comparison of Researchers’ and Entrepreneurs’ Views[J].Small Business Management,2016,54,(1):26-48.
[54]Doorn,van J.,K.N.Lemon,and V.Mittal.Customer Engagement Behavior:Theoretical Foundations and Research Directions[J].Journal of Service Research,2010,13,(3):253-266.
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