高管团队跨界行为对商业模式创新的影响:创业导向的中介作用
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摘要
资源是企业商业模式创新的基础要素,高管团队跨界行为是跨越组织边界获取异质性资源的有效途径,创业导向是资源整合的战略行为决策指导。聚焦高管团队跨界行为和创业导向,研究两者影响商业模式创新的内在机制。以上海、北京、广东、浙江、江苏5个区域163家企业为研究对象,对问卷数据进行层级回归分析。结果表明:高管团队跨界行为对商业模式创新具有显著正向影响;创业导向对商业模式创新具有显著正向影响;创业导向在高管团队跨界行为与商业模式创新之间起显著中介作用。研究结论可为企业突破资源约束推进商业模式创新提供理论参考和实践借鉴。
Resource is the basic element of business model innovation.The boundary behavior of top management team is an effective way to obtain heterogeneous resources.Entrepreneurial orientation is a strategic behavior activity to guide resource integration.The hierarchical regression analysis of the questionnaire data was conducted with 163 executive teams from Shanghai,Beijing,Guangdong,Zhejiang and Jiangsu provinces.The results show that TMT boundary behavior has a significant positive influence on business model innovation,Entrepreneurial orientation has significant positive influence on business model innovation and that Entrepreneurial orientation plays a significant intermediary role between the TMT boundary behavior and business model innovation.This study provides theoretical reference and practical reference for enterprises to break resource constraints for business model innovation.
Resource is the basic element of business model innovation.The boundary behavior of top management team is an effective way to obtain heterogeneous resources.Entrepreneurial orientation is a strategic behavior activity to guide resource integration.The hierarchical regression analysis of the questionnaire data was conducted with 163 executive teams from Shanghai,Beijing,Guangdong,Zhejiang and Jiangsu provinces.The results show that TMT boundary behavior has a significant positive influence on business model innovation,Entrepreneurial orientation has significant positive influence on business model innovation and that Entrepreneurial orientation plays a significant intermediary role between the TMT boundary behavior and business model innovation.This study provides theoretical reference and practical reference for enterprises to break resource constraints for business model innovation.
引文
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[30]CAO Q,SIMSEK Z,JANSEN J J P.CEO social capital and entrepreneurial orientation of the firm:bonding and bridging effects[J].Journal of Management,2015,41(7):1957-1981.
[31]LUMPKIN G T,DESS G G.Linking two dimensions of entrepreneurial orientation to firm performance:the moderating role of environment and industry life cycle[J].Journal of Business Venturing,2001,16(5):429-527.
[32]ZHAO Y,LI Y,LEE S H.Entrepreneurial orientation,organizational learning,and performance:evidence from China[J].Entrepreneurship Theory and Practice,2011,35(2):293-317.
[33]ZOTT C,AMIT R.Business model design and the performance of entrepreneurial firms[J].Organization Science,2007,18(2),181-199.
[34]ESBEN RAHBEK GJERDRUM PEDERSEN,WENCKEGWOZDZ,KERLI KANT HVASS.Exploring the relationship between business model innovation,corporate sustainability,and organisational values within the fashion industry[J].Journal of Business Ethics,2016(1):1-18.
[2]ANCONA D G,CALDWELL D F.Bridging the boundary:external activity and performance in organizational teams[J].Administratives Science Quarterly,1992(a),37(4):634-665.
[3]MARRONE J A,TESLUK P E,CARON J B.A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior[J].Academy of Management Journal,2007,50(6):1423-1439.
[4]FARAJ S,AIMIN Y.Boundary work in knowledge teams[J].Journal of Applied Psychology,2009,94(3):604-617.
[5]GIBSON C,VERMEULEN F.A healthy divide:subgroups as a stimulus for team learning behavior[J].Administrative Science Quarterly,2003,48(2):202-239.
[6]DOZ Y L,KOSONEN M.Embedding strategic agility:a leadership agenda for accelerating business model renewal[J].Long Range Planning,2010,43(2-3):370-382.
[7]TIMMERS P.Business models for electronic markets[J].E-lectronic Markets,1998,8(2):3-8.
[8]AMIT R,ZOTT C.Value creation in e-business[J].Strategic Management Journal,2001,22:493-520.
[9]CHESBROUGH H W,ROSENBLOOM R S.The role of the business model in capturing value from innovation:evidence from Xerox corporation's technology spinoff companies[J].Industrial and Corporate Change,2002,11:533-534.
[10]MAGRETTA J.Why business models matter[J].Harvard Business Review,2002,80(5):86-92.
[11]MORRIS M,SCHINDEHUTTE M,ALLEN J.The entrepreneur's business model:toward a unified perspective[J].Journal of Business Research,2005,58:726-35.
[12]JOHNSON M W,CHRISTENSEN C C,KAGERMANNH.Reinventing your business model[J].Harvard Business Review,2008,86(12):50-59.
[13]CASADESUS-MASANELL R,RICART J E.From strategy to business models and to tactics[J].Long Range Planning,2010(43):195-215.
[14]TEECE D J.Business models,business strategy and innovation[J].Long Range Planning,2010(43):172-194.
[15]CASADESUS-MASANELL R,ZHU F.Business model innovation and competitive imitation:the case of sponsorbased business model[J].Strategic Management Journal,2013,34(4):464-482.
[16]MITCHELL D,COLES C.The ultimate competitive advantage of continuing business model innovation[J].Journal of Business Strategy,2003,24(5):15-21.
[17]ZOTT C,AMIT R.Business model design:an activity system perspective[J].Long Range Planning,2010,43(2):216-226.
[18]DEMIL B AND LECOCQ X.Business model evolution:in search of dynamic consistency[J].Long range planning,2011,43(2):227-246.
[19]CLAUSS T.Measuring business model innovation:conceptualization,scale development,and proof of performance[J].R&D Management,2017,47(3):385-403.
[20]SCOTT W R.Organization:rational,nature,and open systems[M].Englewood Cliffs,N.J.:Prentice Hall,Inc.,1998.
[21]CHOI J M.External activities and team effectiveness:review and theoretical development[J].Small Group Research,2002,33(2):181-208.
[22]SUN RUI,ZHOU FEI.Corparate social ties,resource bricolage and business model innovation.Chinese Journal of management,2017,17(12):1811-1817
[23]CHESBROUGH H W.The market for innovation:implications for corporate strategy[J].California Management Review,2007,49(3):45-66.
[24]GEIGER S W,MAKRI M.Exploration and exploitation innovation processes:the role of organizational slack in R&D intensive firms[J].Journal of High Technology Management Research,2006,17(1):97-108.
[25]MILLER D.The correlates of entrepreneurship in three types of firms[J].Management Science,1983,29(7):770-791.
[26]COVIN J G,SLEVIN D P.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1):75-87.
[27]LUMPKIN G T,DESS G G.Clarifying the entrepreneurial orientation construct and linking it to performance[J].A-cademy of Management Review,1996,21(1):135-172.
[28]MORRIS M H,COOMBES S,SCHINDEHUTTE M,et al.Antecedents and outcomes of entrepreneurial and market orientations in a non-profit context:theoretical and empirical insights[J].Journal of Leadership&Organizational Studies,2007,13(4):12-39.
[29]LI Y,CHEN H,LIU Y,et al.Managerial ties,organizational learning and opportunity capture:a social capital perspective[J].Asia Pacific Journal of Management,2014,31(1):271-291.
[30]CAO Q,SIMSEK Z,JANSEN J J P.CEO social capital and entrepreneurial orientation of the firm:bonding and bridging effects[J].Journal of Management,2015,41(7):1957-1981.
[31]LUMPKIN G T,DESS G G.Linking two dimensions of entrepreneurial orientation to firm performance:the moderating role of environment and industry life cycle[J].Journal of Business Venturing,2001,16(5):429-527.
[32]ZHAO Y,LI Y,LEE S H.Entrepreneurial orientation,organizational learning,and performance:evidence from China[J].Entrepreneurship Theory and Practice,2011,35(2):293-317.
[33]ZOTT C,AMIT R.Business model design and the performance of entrepreneurial firms[J].Organization Science,2007,18(2),181-199.
[34]ESBEN RAHBEK GJERDRUM PEDERSEN,WENCKEGWOZDZ,KERLI KANT HVASS.Exploring the relationship between business model innovation,corporate sustainability,and organisational values within the fashion industry[J].Journal of Business Ethics,2016(1):1-18.