BOP市场网络特征分析与启示
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摘要
基于BOP市场竞争环境与制度环境分析框架,通过BOP与TOP市场网络的比较,从网络结构特征、网络边界、网络关系特征、合作伙伴多样性、网络动态性5个维度探究BOP市场网络与TOP市场的差异性。分析显示:与TOP相比,BOP网络以更低的集中度、线性度和更多的结构洞为特征,在族群里具有较高密集性,但在族群之间密集性较低;BOP网络在范围上广泛,在网络规模上较小;BOP网络中直接联系更普遍,非正式网络关系相对稳定,具有更多的个人互动特征,且关系互动频率更高;BOP网络成员更加多元化;正式的BOP网络关系不稳定,非正式的BOP网络有更大的弹性。这些差异对中国跨国企业进入发展中国家BOP市场开展活动具有重要的启示和意义。
Based on the analysis framework of BOP market competition and institutional environment,this paper compares BOP with TOP market network, and explores the differences between BOP market network and TOP market from five dimensions: network structure characteristics, network boundary,network relationship characteristics, diversity of partners, and network dynamics. Analysis shows that compared with TOP, BOP network is characterized by less concentration, linearity and more structural holes,and has higher denseness in groups, but lower denseness among groups; BOP network is wider in scope, but smaller in scale of network boundary; BOP network has more direct connection and network gateway. BOP network relationships are less formal, more personal interaction, and higher frequency; members are more diverse, but business enterprises are generally less; formal BOP networks have more instability and unpredictability, while informal BOP networks have greater flexibility. These differences have important enlightenment and significance for Chinese multinational enterprises to enter the BOP market of developing countries to carry out value creation activities.
Based on the analysis framework of BOP market competition and institutional environment,this paper compares BOP with TOP market network, and explores the differences between BOP market network and TOP market from five dimensions: network structure characteristics, network boundary,network relationship characteristics, diversity of partners, and network dynamics. Analysis shows that compared with TOP, BOP network is characterized by less concentration, linearity and more structural holes,and has higher denseness in groups, but lower denseness among groups; BOP network is wider in scope, but smaller in scale of network boundary; BOP network has more direct connection and network gateway. BOP network relationships are less formal, more personal interaction, and higher frequency; members are more diverse, but business enterprises are generally less; formal BOP networks have more instability and unpredictability, while informal BOP networks have greater flexibility. These differences have important enlightenment and significance for Chinese multinational enterprises to enter the BOP market of developing countries to carry out value creation activities.
引文
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[21]SAKO M.Supplier development at Honda,Nissan and Toyota:Comparative case studies of organizational capability enhancement[J].Industrial&Corporate Change,2011,13(2):281-308.
[22]ANDERSON J,KUPP M.Celtel Nigeria:Towards serving the rural poor[R].Tilburg:TiasNimbas Case Study,2009.
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[32]HAMMOND A L,KRAMER W J,KATZ R S,et al.The next 4 billion:Market size and business strategy at the base of the pyramid[J].Innovations Technology Governance Globalization,2007,2(1):147-158.
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[34]HANSEN W L,MITCHELL N J.Disaggregating and explaining corporate political activity:Domestic and foreign corporations in national politics[J].American Political Science Review,2000,94(4):891-903.
[35]MUHIA N,SIMANIS E,HART S.The base of the pyramid protocol:Toward next generation BOP strategy[J].Innovations Technology Governance Globalization,2008,3(1):57-84.
[36]BAUM J A C,CALABRESE T,SILVERMAN B S.Don’t go it alone:Alliance network composition and startups’performance in Canadian biotechnology[J].Strategic Management Journal,2015,21(3):267-294.
[37]PINHEL A.COELBA agent project[R].Salvador da Bahia:Presentation-September 13,2005.
[38]RIVERA-SANTOS M,RUFIN C R.Global village vs.small town:Understanding networks at the base of the pyramid[J].International Business Review,2010,19(2):126-139.
[39]CHESBROUGH H,AHERN S,GUERRAZ F S.Business models for technology in the developing world:The role of non-governmental organizations[J].California Management Review,2006,48(3):48-61.
[40]MATHEWS J A.The origins and dynamics of Taiwan’s R&D consortia[J].Research Policy,2002,31(4):633-651.
[41]OLK P,YOUNG C.Why members stay in or leave an R&D consortium:Performance and conditions of membership as determinants of continuity[J].Strategic Management Journal,1997,18(11):855-877.
[42]DHANARAJ C,PARKHE A.Orchestrating innovation networks[J].Academy of Management Review,2006,31(3):659-669.
[43]ACEMOGLU D,JOHNSON S,ROBINSON J A,et al.Institutional causes,macroeconomic symptoms:Volatility,crises and growth[J].Journal of Monetary Economics,2002,50(1):49-123.
[44]GATES S,HEGRE H,JONES M P,et al.Institutional inconsistency and political instability:Polity duration,1800-2000[J].American Journal of Political Science,2010,50(4):893-908.
[45]DIAZ H P.Hernando De Soto the mystery of capital:Why capitalism triumphs in the west and fails everywhere else[J].Appraisal Journal,2003,61(100):1166-1168.
[2]UNCTAD.The least developed countries report 2013[R].New York and Geneva:United Nations,2013.
[3]LONDON T,HART S L.Reinventing strategies for emerging markets:Beyond the transnational model[J].Journal of International Business Studies,2004,35(5):350-370.
[4]SEELOS C,MAIR J.Profitable business models and market creation in the context of deep poverty:A strategic view[J].Academy of Management Perspectives,2007,21(4):49-63.
[5]HARRIGAN K R.Joint ventures and competitive strategy[J].Strategic Management Journal,2010,9(2):141-158.
[6]郝秀清,张利平,陈晓鹏,等.低收入群体导向的商业模式创新研究[J].管理学报,2013,10(1):62-69.
[7]邢小强,仝允桓,陈晓鹏.金字塔底层市场的商业模式:一个多案例研究[J].管理世界,2011(10):108-124.
[8]KARNANI A.Fortune at the bottom of the pyramid:How the private sector can help alleviate poverty[J].California Management Review,2013,49(4):90-111.
[9]WHITNEY P,KELKAR A.Designing for the base of the pyramid[J].Design Management Review,2010,15(4):41-47.
[10]JOHNSON S.SC Johnson builds business at the base of the pyramid[J].Global Business&Organizational Excellence,2010,26(6):6-17.
[11]ARNOULD E J,MOHR J J.Dynamic transformations for base-of-the-pyramid market clusters[J].Journal of the Academy of Marketing Science,2005,33(3):254-274.
[12]ANDERSON J,MARKIDES C.Strategic innovation at the base of the pyramid[J].MIT Sloan Management Review,2010,49(1):83-88.
[13]RICART J E,ENRIGHT M J,GHEMAWAT P,et al.New frontiers in international strategy[J].Journal of International Business Studies,2004,35(3):175-200.
[14]NEWS L.Global Corruption Barometer-2013[R].Berlin:Transparency International,2013.
[15]WHEELER D,THOMSON J,PRADA M,et al.Creating sustainable local enterprise networks[J].MIT Sloan Management Review,2005,47(1):33-40.
[16]PROVAN K G,FISH A,SYDOW J.Inter-organizational networks at the network level:Empirical literature on whole networks[J].Journal of Management,2007,33(6):479-516.
[17]UZZI B.Social structure and competition in inter-firm networks:The paradox of embeddedness[J].Administrative Science Quarterly,1997,42(1):35-67.
[18]SOH P H.The role of networking alliances in information acquisition and its implications for new product performance[J].Journal of Business Venturing,2003,18(6):727-744.
[19]MCGUIRE J,DOW S.The persistence and implications of Japanese keiretsu organization[J].Journal of International Business Studies,2003,34(4):374-388.
[20]REED A M,REED D.Partnerships for development:Four models of business involvement[J].Journal of Business Ethics,2009,90(1):3-37.
[21]SAKO M.Supplier development at Honda,Nissan and Toyota:Comparative case studies of organizational capability enhancement[J].Industrial&Corporate Change,2011,13(2):281-308.
[22]ANDERSON J,KUPP M.Celtel Nigeria:Towards serving the rural poor[R].Tilburg:TiasNimbas Case Study,2009.
[23]TSAI W.Social capital,strategic relatedness and the formation of intra-organizational linkages[J].Strategic Management Journal,2000,21(9):925-939.
[24]NOOTEBOOM B.Social capital,institutions and trust[J].Review of Social Economy,2007,65(1):29-53.
[25]BRANZEI O,VALENTE M.Honey Care Africa:A tripartite model for sustainable beekeeping[R].Richard Ivey School of Business Case Studies(907M60),2007.
[26]BUSINESS A.Sun powered pay phones[J].African Business,2001,26(3):29-32.
[27]WILLIAMS T.Cooperation by design:Structure and cooperation in inter-organizational networks[J].Journal of Business Research,2005,58(2):223-231.
[28]ELKINGTON C J,HARTIGAN P.The power of unreasonable people[M].Boston,MA:Harvard Business School Press,2008.
[29]张利平,高旭东,仝允桓.社会嵌入与企业面向BOP的商业模式创新:一个多案例研究[J].科学学研究,2011,29(11):1744-1752.
[30]BURT R S.The contingent value of social capital[J].Administrative Science Quarterly,1997,42(2):339-365.
[31]ROTHAERMEL F T,DEEDS D L.Exploration and exploitation alliances in biotechnology:A system of new product development[J].Strategic Management Journal,2010,25(3):201-221.
[32]HAMMOND A L,KRAMER W J,KATZ R S,et al.The next 4 billion:Market size and business strategy at the base of the pyramid[J].Innovations Technology Governance Globalization,2007,2(1):147-158.
[33]MILLAN J,CABALLERO C,MILLAN N.CODENSA 10 Anos[M].Bogota:Fedesarrollo,2007.
[34]HANSEN W L,MITCHELL N J.Disaggregating and explaining corporate political activity:Domestic and foreign corporations in national politics[J].American Political Science Review,2000,94(4):891-903.
[35]MUHIA N,SIMANIS E,HART S.The base of the pyramid protocol:Toward next generation BOP strategy[J].Innovations Technology Governance Globalization,2008,3(1):57-84.
[36]BAUM J A C,CALABRESE T,SILVERMAN B S.Don’t go it alone:Alliance network composition and startups’performance in Canadian biotechnology[J].Strategic Management Journal,2015,21(3):267-294.
[37]PINHEL A.COELBA agent project[R].Salvador da Bahia:Presentation-September 13,2005.
[38]RIVERA-SANTOS M,RUFIN C R.Global village vs.small town:Understanding networks at the base of the pyramid[J].International Business Review,2010,19(2):126-139.
[39]CHESBROUGH H,AHERN S,GUERRAZ F S.Business models for technology in the developing world:The role of non-governmental organizations[J].California Management Review,2006,48(3):48-61.
[40]MATHEWS J A.The origins and dynamics of Taiwan’s R&D consortia[J].Research Policy,2002,31(4):633-651.
[41]OLK P,YOUNG C.Why members stay in or leave an R&D consortium:Performance and conditions of membership as determinants of continuity[J].Strategic Management Journal,1997,18(11):855-877.
[42]DHANARAJ C,PARKHE A.Orchestrating innovation networks[J].Academy of Management Review,2006,31(3):659-669.
[43]ACEMOGLU D,JOHNSON S,ROBINSON J A,et al.Institutional causes,macroeconomic symptoms:Volatility,crises and growth[J].Journal of Monetary Economics,2002,50(1):49-123.
[44]GATES S,HEGRE H,JONES M P,et al.Institutional inconsistency and political instability:Polity duration,1800-2000[J].American Journal of Political Science,2010,50(4):893-908.
[45]DIAZ H P.Hernando De Soto the mystery of capital:Why capitalism triumphs in the west and fails everywhere else[J].Appraisal Journal,2003,61(100):1166-1168.