战略创业视角下商业模式的演变机理研究

战略创业将当下优势利用与未来机会探索结合起来，对商业模式的形成和发展具有重要指导意义。战略创业影响商业模式演变的机理有待进一步研究。研究表明，在不同外部环境和内部资源的情境下，企业会选择不同的战略创业导向，并采取相应的资源编排行为，形成不同类型的商业模式。具体而言，随着外部环境不确定性的提高和内部资源的积累，企业依次表现出强利用—弱探索、强探索—弱利用和强利用—强探索的战略创业导向，经历拼凑式、整合式、协同式的资源编排过程，进而呈现出利用型、探索型、双元型的商业模式演变路径。

The Evolution Mechanism of Business Models from the Perspective of Strategic Entrepreneurship: A Case Study of Shining 3D

Strategic entrepreneurship combines the exploitation of current advantages with the exploration of future opportunities, which is of great significance to the development of new business models. This paper explores how strategic entrepreneurship affects the business model evolution with a case study on “Shining 3D”, a well-known Chinese company in the 3D printing industry. The results show that with the changes of external environment and internal resources, firms will choose different strategic entrepreneurial orientation patterns, take corresponding resource orchestration behaviors, and ultimately facilitate the evolution of different business models. The details are as follows:Firstly, strategic entrepreneurial orientation refers to the degree of a firm’s engagement in exploratory and exploitative activities. Exploitation here is the refinement and extension of existing competencies, resources, and paradigms, while exploration means exploring new fields and seizing new opportunities. Responding to the changes of the external environment and internal resources, a firm’s strategic entrepreneurial orientation is characterized by the sequence of “strong exploitation-weak exploration”, “strong exploration-weak exploitation”, and “strong exploitation-strong exploration”.Secondly, strategic entrepreneurial orientation can affect resource orchestration. Due to the limited internal resources, a firm usually takes full advantage of available resources at the early stage. With the accumulation of resources and capabilities, the firm will focus more on integrating the resources to create more value. As the firm’s strength and the uncertainty of the environment gradually increase, the firm will seek to coordinate with external organizations, and ultimately achieve mutual benefit. Herein, resource orchestration presents a path of “bricolage-integration-collaboration”.Thirdly, business models evolve under the combined effect of strategic entrepreneurial orientation and resource orchestration. At the early stage with limited quantity of internal resources and less uncertainty of external environment, the firm tends to choose the orientation pattern of “strong exploitation-weak exploration”, forming an exploitative business model through bricolage-resource orchestration. As the quantity of internal resources and the uncertainty of external environment increase, the firm’s orientation will convert to the “strong exploration-weak exploitation” pattern for more room to grow. In this orientation, the firm is more likely to develop an explorative business model by integrating resource orchestration. In highly uncertain external environment, the firm with sufficient internal resources is more likely to adopt the “strong exploitation-strong exploration” pattern with collaborative resource orchestration and evolve into the business model of “ambidexterity”. Thus, the business model of the firm goes through the evolution process of “exploitation-exploration-ambidexterity”.The study offers the following contributions: (1) We have argued the importance of simultaneously utilizing current advantages and exploring new development opportunities. Strategic entrepreneurship helps firms quickly adapt to the complex and dynamic environment and achieve continuous development. From the systemic and dynamic perspective of strategic entrepreneurship, which is seldom found in present researches, we examined the process and mechanism for evolution of business models; (2) We have proposed a new evolution logic of “external environment / internal resources→strategic entrepreneurial orientation→resources orchestration→business model”. Taking the internal and external factors into account, we have more systematically revealed the driving forces, dominant mechanism and behavior patterns of business model evolution from the combinative perspective of strategic entrepreneurship and resource orchestration; (3) We have offered a more profound understanding of ambidextrous business model from the perspective of strategic entrepreneurship. We have redefined the dimensions of the ambidextrous business model based on two behaviors (namely, exploitation and exploration) rather than the two traditional themes (namely, efficiency and novelty). In a highly dynamic environment, the ambidextrous business model can be the best choice for enterprises as it can balance the behaviors of exploitation and exploration dynamically to ensure the firms’ competitive advantages and continuous development. This finding enriches the connotation of ambidextrous business model and reveals the trend towards such a business model as well as the mechanism of its evolution.