| 高管团队异质性、网络能力与商业模式调适 |
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| 引用本文： | 胡保亮,田萌,闫帅.高管团队异质性、网络能力与商业模式调适[J].科研管理,2006,41(1):265-273. |
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| 作者姓名： | 胡保亮 田萌 闫帅 |
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| 作者单位： | 杭州电子科技大学管理学院,浙江 杭州310018 |
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| 摘 要： | 本文分析了高管团队异质性、网络能力与商业模式调适之间的关系,进而探讨了高管团队异质性通过网络能力中介作用影响商业模式调适的机制。为此,本文提出了相关假设并通过层次回归分析对来自181家企业的问卷调查数据进行实证分析检验了这些假设。研究发现：高管团队异质性对商业模式调适具有显著的正向影响;中心能力与效率能力两类网络能力均对商业模式调适具有显著的正向影响;高管团队异质性能够分别通过中心能力与效率能力的中介作用影响商业模式调适。本文有助于丰富和发展商业模式调适、商业模式动态性以及高管团队与商业模式关系理论,也有助于企业实现商业模式对环境变化的适应性改变。
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| 收稿时间： | 2018-02-08 |
Top management team heterogeneity,network capability,and business model adaptation |
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| Institution: | School of Management, Hangzhou Dianzi University, Hangzhou 310018, Zhejiang, China |
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| Abstract: | In the aspect of dynamic behavior management of business model, it is very necessary but not enough for enterprises to pay their attention to business model innovation. Enterprises also need to pay their attention to business model adaptation, because no matter how novel the originally designed business models were, with the change of environment (e.g., the emergence of new technology, the change of competition), these business models will become inefficient or outdated. Therefore, after the successful introduction of innovative business models, enterprises need to constantly adjust and change their business models to adapt to environmental changes.The concept of business model adaptation can be examined from its differences and connections with business model innovation. First, business model adaptation is an activity related to business model utilization, improvement, promotion, evolution, repair and so on, emphasizing the adaptation of existing business models to market environment, while business model innovation is an activity related to business model exploration, replacement, variation, subversion, reconstruction and so on, emphasizing the creation or introduction of new business models and making them "destroy" the market environment. Second, the results of business model adaptation may, but not necessarily, lead to business model innovation. However, business model innovation usually leads to the demand for business model adaptation.This study focuses on the realization mechanism of business model adaptation, aiming to answer the question of how to achieve business model adaptation. For this reason, this study analyzes the relationship between top management team heterogeneity, network capability, and business model adaptation, and explores the mechanism of top management team heterogeneity influencing business model adaptation through the mediating role of network capability, and conduct an empirical analysis by using hierarchical regression method with data collected from 181 enterprises. This study achieves the results as follows. First, top management team heterogeneity has a significant and positive impact on business model adaptation. Considering that top management team heterogeneity can be intervened, the result means that business model adaptation is not only a passive "after the event" behavior after the change of business environment, but also an active "before event" intervention based on the prediction results of business environment change. Second, both centrality-based and efficiency-based network capabilities have a positive and significant impact on business model adaptation, which shows that business model adaptation is an open behavior requiring enterprises to make full use of the resources and capabilities of the value network (or ecosystem) to promote. Third, both centrality-based and efficiency-based network capabilities partly play a mediating role in the business model adaptation influenced by top management team heterogeneity, which means that business model adaptation is not a simple static match between business model and environmental change, and its implementation follows a complex path process.This study has three theoretical contributions. First, this study contributes to business model adaptation research. Focusing on the role of top management team heterogeneity and network capability, this study explores the hierarchical relationship and influence mechanism between internal factors of enterprises and business model adaptation, and reveals the realization path of business model adaptation, which is different from the previous study on the relationship between external factors of enterprises and business model adaptation. Second, this study contributes to business model dynamics. Previous studies on the dynamics of business models focused on business model innovation. Although recent studies have pointed out that business model adaptation is different from but related to business model innovation and all of them are dynamic behaviors needed by enterprises, there are still few studies in this area that focus on business model adaptation. This study focuses on the realization mechanism of business model adaptation, which enriches the dynamic theory of business model. Third, this study contributes to the research on the relationship between top management team and the business model. Top management team has always been an important perspective of business model research. Previous studies have revealed the relationship between top management team and business model innovation. This study focuses on the role of top management team heterogeneity, reveals the relationship between top management team heterogeneity and business model adaptation, strengthens and expands the research on the relationship between top management team and business model.This study has the following management implications. First, enterprises should pay their attention to the important role of business model adaptation. For enterprises, the original new business model is of great important to market competition and enterprise performance. However, with the change of environment, the original business model will become inefficient or outdated, which means that enterprises need to constantly adapt to the change of business model. In addition, for most enterprises, it is difficult to introduce or create "disruptive" new business models. A realistic and feasible strategy is adaptive change for their business models. Second, enterprises should pay their attention to the construction of heterogeneous top management team. This study reveals that heterogeneous top management team has multiple cognition, knowledge, resources and capabilities, which can help to achieve business model adaptation. Third, enterprises should pay attention to the important role of network capabilities. This study reveals that both centrality-based and efficiency-based network capabilities play a mediating role in the influence of top management team heterogeneity on business model adaptation. |
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