企业-顾客身份分化与商业生态圈形成——基于海尔集团创新创业的多案例研究
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摘要
以企业与顾客共同的身份分化为切入点,探究生态圈商业模式形成中各方行动者之间的生克关系及其组合成的整体系统的形态特征和进化发展机制。基于嵌入海尔集团内3个创新创业典型案例的比较分析,以复制逻辑归纳出其商业生态圈形成中的行动主体构成及其基本关系架构,并透过"五元"异质要素间生、克两重关系的"悖论"式并存及其在关联要素间的传递性,揭示"五行"生态圈形成的系统内生力量。研究结果印证了中国传统"五行学说"对当代商界创新创业实践的解释力,并将施动者和受动者间正负向关系交织的考察注入企业和顾客角色多样性理论研究中。
Based on the multiple identities of the paired firm and customers,this study seeks to explore the relationship among actors involved in their symbiotic business ecosystem and induces the endogenous mechanisms underlying the ecosystem's evolution and development.Applying the logic of replication on three intrapreneurship cases embedded in Haier Group and their ecological business systems,we induce a framework composed of five hetergeneous elements that are interconnected through such a paradoxical and transferable relation as enabling and constraining,which conjointly constructs the business ecosystem.The emergent framework verifies the explanatory power of Chinese philosophical view of"Five Phases"in current business practices innovation and enterpren eurship.Moreover,by introducing the relational duality of enabling/ed and constraining/ed into the research on multiple relations between producers and customers.
Based on the multiple identities of the paired firm and customers,this study seeks to explore the relationship among actors involved in their symbiotic business ecosystem and induces the endogenous mechanisms underlying the ecosystem's evolution and development.Applying the logic of replication on three intrapreneurship cases embedded in Haier Group and their ecological business systems,we induce a framework composed of five hetergeneous elements that are interconnected through such a paradoxical and transferable relation as enabling and constraining,which conjointly constructs the business ecosystem.The emergent framework verifies the explanatory power of Chinese philosophical view of"Five Phases"in current business practices innovation and enterpren eurship.Moreover,by introducing the relational duality of enabling/ed and constraining/ed into the research on multiple relations between producers and customers.
引文
[1]李东.面向进化特征的商业生态系统分类研究——对33个典型核心企业商业生态实践的聚类分析[J].中国工业经济,2008(11):119-129.
[2]JACOBIDES M G,CENNAMO C,GAWER A.Towards a Theory of Ecosystems[J].Strategic Management Journal,2018,39(8):2 255-2 276.
[3]李鸿磊.基于价值创造视角的商业模式分类研究——以三个典型企业的分类应用为例[J].管理评论,2018,30(4):257-272.
[4]BARRY L,JERRY W,MEGAN B F,et al.Why Companies Need Their Customers to ‘Love’Them[EB/OL].(2015-08-04)[2017-02-03].https://knowledge.wharton.upenn.edu/article/why-companies-need-their-customers-to-love-them.
[5]ZHANG Y,GEORGE J M,CHAN T S.The Paradox of Dueling Identities:The Case of Local Senior Executives in MNC Subsidiaries[J].Journal of Management,2006,32(3):400-425.
[6]JOHNSON D W.Social Interdependence:Interrelationships among Theory,Research,and Practice[J].American Psychologist,2003,58(11):934-945.
[7]阴越.顾客的新角色[J].企业改革与管理,2000(9):42-43.
[8]COLEMAN P T. Conflict, Interdependence, and Justice:The Intellectual Legacy of Morton Deutsch[M].New York:Springer,2011.
[9]葛法权,张玉利,张腾.组织相互依赖关系对公司创业能力的影响机制——基于海尔集团的案例研究[J].管理学报,2017,14(4):475-484.
[10]PORTER M,SIGGELKOW N.Contextuality within Activity Systems and Sustainability of Competitive Advantage[J].The Academy of Management Perspectives,2008,22(2):34-56.
[11]MOORE J F.Predators and Prey:A New Ecology of Competition[J]. Harvard Business Review,1993,71(3):75-86.
[12]IANSITI M,LEVIEN R.Strategy as Ecology[J].Harvard Business Review,2004,82(3):68-81.
[13]HU Y.Strategy and Ecology:A Synthesis and Research Agenda[J].International Journal of Organizational Analysis,2017,25(3):456-467.
[14]刘刚,熊立峰.消费者需求动态响应,企业边界选择与商业生态系统构建——基于苹果公司的案例研究[J].中国工业经济,2013(5):122-134.
[15]扬西蒂M,莱维思R.共赢:商业生态系统对企业战略、创新和可持续性的影响[M].王凤彬,王保伦,译.北京:商务印书馆,2006.
[16]ZOTT C,AMIT R.The Business Model:A Theoretically Anchored Robust Construct for Strategic Analysis[J].Strategic Organization,2013,11(4):403-411.
[17]FIOL C M.Capitalizing on Paradox:The Role of Language in Transforming Organizational Identities[J].Organization Science,2002,13(6):653-666.
[18]BATTILANA J,DORADO S.Building Sustainable Hybrid Organizations:The Case of Commercial Microfinance Organizations[J].Academy of Management Journal,2010,53(6):1 419-1 440.
[19]LENGNICK-HALL C A.Customer Contributions to Quality:A Different View of the Customer-Oriented Firm[J].Academy of Management Review,1996,21(3):791-824.
[20]NAMBISAN S.Designing Virtual Customer Environments for New Product Development:Toward a Theory[J]. Academy of Management Review,2002,27(3):392-413.
[21]PRAHALAD C K,RAMASWAMY V.Co-Opting Customer Competence[J].Harvard Business Review,2000,78(1):79-90.
[22]KORTMANN S,PILLER F.Open Business Models and Closed-Loop Value Chains[J].California Management Review,2016,58(3):88-108.
[23]TARUN K,KRIHNA P,PHILLIP A.Haier:Taking a Chinese Company Global in 2011[J].Harvard Business School Case,2011(8):712-408.
[24]潘佳,刘益,李瑶.顾客参与新产品开发中顾客角色探究[J].科技管理研究,2014,34(24):75-80.
[25]HAMEL G,PRAHALAD C K.Competing for the Future[M].Watertown:Harvard Business Press,2013.
[26]PORTER M E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M].New York:Simon and Schuster,1980.
[27]武文珍.共创价值视角下顾客角色转变及其对企业营销战略的影响[J].商业研究,2014(2):82-87.
[28]毛基业,陈诚.中案例研究的理论构建:艾森哈特的新洞见——第十届“中国企业管理案例与质性研究论坛(2016)”会议综述[J].管理世界,2017(2):135-141.
[29]EISENHARFT K M,GRAEBNER M E.Theory Building from Cases:Opportunities and Challenges[J].Academy of Management Journal,2007,50(1):25-32.
[30]胡化凯.五行说——中国古代的符号体系[J].自然辩证法通讯,1995,17(3):48-55.
[31]靳九成,郑陶,黄建平,等.五行生克新模式探讨[J].中华中医药杂志,2012(8):1 998-2 003.
[32]RAMOGLOU S,TSANG E W K.A Realist Perspective of Entrepreneurship:Opportunities as Propensities[J].Academy of Management Review,2016,41(3):410-434.
[33]王绪迪,刘三阳.五行系统与群的结构[J].数学的实践与认识,2009,39(18):177-182.
[34]吴彤.五行学说与复杂系统哲学[J].理论研究,2015(4):7-11.
[35]SMITH W K,LEWIS M W.Toward a Theory of Paradox:A Dynamic Equilibrium Model of Organizing[J].Academy of Management Review,2011,36(2):381-403.
(1)根据社会学理论,角色是行动者在特定人际关系场景中被他人期待的社会功能或行为,身份是行动者身上所带有的某些不随场景或人际关系而改变的个体特征。如果说每个角色的扮演都需要一套信念、价值观和规条的支持,那么,身份便是集合了所有角色的信念、价值观和规条,具有总括性和相对稳定性。
(1)复制逻辑是将不同的案例当成实验,相互印证或推翻从不同案例中得到的推论,从而产生比单案例更强健和更具普遍性的理论。它可区分为多个案例产生相同结果的逐项复制和不同案例由于可预知的原因而产生不同结果的差别复制两种形式。本研究采用的是前者。
(1)该系统根据各类技术的关键词标签、应用领域进行分类,在此基础上形成创新大数据应用;系统还会自动记录使用者的搜索习惯,后续如再发现与之相关的技术,可自动推送到使用者的邮箱中。
[2]JACOBIDES M G,CENNAMO C,GAWER A.Towards a Theory of Ecosystems[J].Strategic Management Journal,2018,39(8):2 255-2 276.
[3]李鸿磊.基于价值创造视角的商业模式分类研究——以三个典型企业的分类应用为例[J].管理评论,2018,30(4):257-272.
[4]BARRY L,JERRY W,MEGAN B F,et al.Why Companies Need Their Customers to ‘Love’Them[EB/OL].(2015-08-04)[2017-02-03].https://knowledge.wharton.upenn.edu/article/why-companies-need-their-customers-to-love-them.
[5]ZHANG Y,GEORGE J M,CHAN T S.The Paradox of Dueling Identities:The Case of Local Senior Executives in MNC Subsidiaries[J].Journal of Management,2006,32(3):400-425.
[6]JOHNSON D W.Social Interdependence:Interrelationships among Theory,Research,and Practice[J].American Psychologist,2003,58(11):934-945.
[7]阴越.顾客的新角色[J].企业改革与管理,2000(9):42-43.
[8]COLEMAN P T. Conflict, Interdependence, and Justice:The Intellectual Legacy of Morton Deutsch[M].New York:Springer,2011.
[9]葛法权,张玉利,张腾.组织相互依赖关系对公司创业能力的影响机制——基于海尔集团的案例研究[J].管理学报,2017,14(4):475-484.
[10]PORTER M,SIGGELKOW N.Contextuality within Activity Systems and Sustainability of Competitive Advantage[J].The Academy of Management Perspectives,2008,22(2):34-56.
[11]MOORE J F.Predators and Prey:A New Ecology of Competition[J]. Harvard Business Review,1993,71(3):75-86.
[12]IANSITI M,LEVIEN R.Strategy as Ecology[J].Harvard Business Review,2004,82(3):68-81.
[13]HU Y.Strategy and Ecology:A Synthesis and Research Agenda[J].International Journal of Organizational Analysis,2017,25(3):456-467.
[14]刘刚,熊立峰.消费者需求动态响应,企业边界选择与商业生态系统构建——基于苹果公司的案例研究[J].中国工业经济,2013(5):122-134.
[15]扬西蒂M,莱维思R.共赢:商业生态系统对企业战略、创新和可持续性的影响[M].王凤彬,王保伦,译.北京:商务印书馆,2006.
[16]ZOTT C,AMIT R.The Business Model:A Theoretically Anchored Robust Construct for Strategic Analysis[J].Strategic Organization,2013,11(4):403-411.
[17]FIOL C M.Capitalizing on Paradox:The Role of Language in Transforming Organizational Identities[J].Organization Science,2002,13(6):653-666.
[18]BATTILANA J,DORADO S.Building Sustainable Hybrid Organizations:The Case of Commercial Microfinance Organizations[J].Academy of Management Journal,2010,53(6):1 419-1 440.
[19]LENGNICK-HALL C A.Customer Contributions to Quality:A Different View of the Customer-Oriented Firm[J].Academy of Management Review,1996,21(3):791-824.
[20]NAMBISAN S.Designing Virtual Customer Environments for New Product Development:Toward a Theory[J]. Academy of Management Review,2002,27(3):392-413.
[21]PRAHALAD C K,RAMASWAMY V.Co-Opting Customer Competence[J].Harvard Business Review,2000,78(1):79-90.
[22]KORTMANN S,PILLER F.Open Business Models and Closed-Loop Value Chains[J].California Management Review,2016,58(3):88-108.
[23]TARUN K,KRIHNA P,PHILLIP A.Haier:Taking a Chinese Company Global in 2011[J].Harvard Business School Case,2011(8):712-408.
[24]潘佳,刘益,李瑶.顾客参与新产品开发中顾客角色探究[J].科技管理研究,2014,34(24):75-80.
[25]HAMEL G,PRAHALAD C K.Competing for the Future[M].Watertown:Harvard Business Press,2013.
[26]PORTER M E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M].New York:Simon and Schuster,1980.
[27]武文珍.共创价值视角下顾客角色转变及其对企业营销战略的影响[J].商业研究,2014(2):82-87.
[28]毛基业,陈诚.中案例研究的理论构建:艾森哈特的新洞见——第十届“中国企业管理案例与质性研究论坛(2016)”会议综述[J].管理世界,2017(2):135-141.
[29]EISENHARFT K M,GRAEBNER M E.Theory Building from Cases:Opportunities and Challenges[J].Academy of Management Journal,2007,50(1):25-32.
[30]胡化凯.五行说——中国古代的符号体系[J].自然辩证法通讯,1995,17(3):48-55.
[31]靳九成,郑陶,黄建平,等.五行生克新模式探讨[J].中华中医药杂志,2012(8):1 998-2 003.
[32]RAMOGLOU S,TSANG E W K.A Realist Perspective of Entrepreneurship:Opportunities as Propensities[J].Academy of Management Review,2016,41(3):410-434.
[33]王绪迪,刘三阳.五行系统与群的结构[J].数学的实践与认识,2009,39(18):177-182.
[34]吴彤.五行学说与复杂系统哲学[J].理论研究,2015(4):7-11.
[35]SMITH W K,LEWIS M W.Toward a Theory of Paradox:A Dynamic Equilibrium Model of Organizing[J].Academy of Management Review,2011,36(2):381-403.
(1)根据社会学理论,角色是行动者在特定人际关系场景中被他人期待的社会功能或行为,身份是行动者身上所带有的某些不随场景或人际关系而改变的个体特征。如果说每个角色的扮演都需要一套信念、价值观和规条的支持,那么,身份便是集合了所有角色的信念、价值观和规条,具有总括性和相对稳定性。
(1)复制逻辑是将不同的案例当成实验,相互印证或推翻从不同案例中得到的推论,从而产生比单案例更强健和更具普遍性的理论。它可区分为多个案例产生相同结果的逐项复制和不同案例由于可预知的原因而产生不同结果的差别复制两种形式。本研究采用的是前者。
(1)该系统根据各类技术的关键词标签、应用领域进行分类,在此基础上形成创新大数据应用;系统还会自动记录使用者的搜索习惯,后续如再发现与之相关的技术,可自动推送到使用者的邮箱中。