联系我们

论文查询结果	返回搜索

论文编号：	13797
作者编号：	1120180942
上传时间：	2023/3/14 16:43:49
中文题目：	高管团队如何影响商业模式创新？——基于认知视角的团队结构效应研究
英文题目：	How does top management team influence business model innovation? A study of team composition effects based on cognitive perspective
指导老师：	杨俊
中文关键字：	商业模式创新；断裂带；图式；行业情境；团队信任
英文关键字：	Business model innovation; Faultline; Schema; Industry context; Team trust
中文摘要：	随着新兴互联网和信息技术的变革性发展，企业之间跨边界的交易和创造活动逐渐成为可能，企业竞争也因此拓展到更具有系统性和挑战性的商业模式层面。实践上观测，创新的商业模式在新企业群体中更为集中，并且已经形成一股力量改变着行业竞争规则和格局。尽管高创新的商业模式可能为新企业带来更大的竞争优势，但是也面临更高的不确定性和风险，往往只有极少数的新企业才能够成功实施具有颠覆性的创新商业模式，引发了关于商业模式尤其是创新的商业模式从何而来的讨论。作为高管团队的一项关键决策，商业模式创新产生于团队成员之间的知识互动，而这一过程可能与团队结构紧密相关。因此，立足于认知视角考察为什么有的高管团队进行了商业模式创新而其他团队没有，是商业模式创新研究的热点和前沿议题，也是新企业需要思考的重要管理问题。 围绕“高管团队如何创新商业模式”的基本问题，本文在回顾已有研究成果的基础上，借鉴目标设定理论、组织印记研究和权变理论，引入断裂带、图式和团队信任的构念，从团队结构切入探讨以下三个研究问题：（1）为何有的高管团队更愿意追求创新，而其他高管团队更愿意模仿已有的商业模式？（2）在有动机进行创新的情况下，为何有的高管团队最终能够实现商业模式创新，而其他高管团队不能？（3）高管团队对商业模式创新的影响在不同行业情境下有何不同，换句话说，在什么样的情境下，高管团队对商业模式创新的影响更为关键？通过探讨这三个相互关联、逐层深入的研究问题，有助于理解高管团队在商业模式创新中的角色以及商业模式创新的差异性问题。 本文采用理论讨论与实证分析相结合、不同数据来源相结合的方式，通过三个子研究来论述和阐明上述研究问题。子研究一提出了团队断裂带通过团队信任来影响商业模式创新动机的路径，并对61家中国信息技术和互联网相关行业的新企业展开调研获得109份有效问卷，强调了高管团队成员的互动关系对于商业模式创新动机的重要意义。子研究二部分地引用了子研究一的发现，提出断裂带和图式双向调节影响新企业商业模式创新结果的理论模型，并利用CPSED II数据库中的799家信息技术和互联网相关行业的新三板企业数据进行实证检验，旨在证明商业模式创新结果取决于高管团队的知识共享和创造情况。子研究三在子研究二的双向调节模型基础之上，进一步考察了行业情境在高管团队与商业模式创新关系中的边界作用。 根据上述研究工作，本文主要得出以下主要结论：（1）断裂带对效率型和新颖型商业模式的创新动机有显著的负向影响，且高管团队的认知信任和情感信任在断裂带和新颖型动机之间发挥部分中介的作用；（2）断裂带和图式相互调节来影响效率型和新颖型商业模式的创新结果，具体来说，断裂带和图式互为负向调节变量，不明显的断裂带和丰富的图式有助于推动效率型和新颖型商业模式创新；（3）行业情境在断裂带和图式对商业模式创新的影响中具有边界效应，在以商业模式为主导竞争逻辑的行业中，断裂带和图式的双向调节关系可以显著地影响效率型和新颖型商业模式创新，但是在以战略定位和/或资源能力为主导竞争逻辑的行业中，断裂带和图式的双向调节影响不再显著。 综合起来，本文主要从以下三个方面拓展和深化了商业模式创新研究：首先，聚焦于断裂带和图式对商业模式创新的影响机制，并将创新前因与不同的创新主题关联起来，贡献了商业模式创新的前因研究；其次，从团队结构方面揭示高管团队如何主动推动商业模式创新，并将高管团队认知与外部环境结合起来，贡献了认知视角下的商业模式创新研究；最后，增加了行业情境作为高管团队影响商业模式创新的边界条件，发展了商业模式创新的情境效应研究。
英文摘要：	With the transformative development of the Internet and information technology, transactional and creative activities between firms across boundaries have gradually become possible, and competition among firms has thus expanded to the more systematic and challenging level of business models. In practical terms, innovative business models are more concentrated in start-ups and have been changing the competitive landscape of the industry. Although highly innovative business models may bring greater competitive advantages to new ventures, it also brings higher uncertainties and risks. Only a very small number of new ventures can successfully implement disruptive and innovative business models, leading to discussions about where business models, especially innovative ones, come from. As a key decision for top management teams, business model innovation arises from knowledge interactions among team members, a process that can be closely linked to team composition. Therefore, grounded in cognitive perspective examining why some teams innovate business models while others not is a key issue in business model innovation research as well as a focal point for new ventures to consider. Aiming at answering the basic question of “how top management teams innovate business models”, this paper draws on goal-setting theory, imprinting research and contingency theory, and introduces the concepts of faultline, schema and team trust to explores the following three research questions from team composition: (1) Why do some top management teams prefer to pursue innovation while others are more willing to imitate existing business models? (2) Given the motivation to innovate, why some teams ultimately able to achieve business model innovation while others not? (3) How does the influence of top management teams on business model innovation differ across industry contexts, in other words, in what contexts is the influence of top management teams on business model innovation more critical? By exploring these three interrelated questions, this paper helps to understand the role of top management teams in business model innovation and the reason for different levels of innovativeness. This paper combines theoretical development and empirical analysis, uses different sources of data to address and clarify the above research questions through three studies. Study 1 proposes the influence of team faultline on motivation of business model innovation through team trust, therefore highlights the importance of interaction among managers on business model innovation by conducting a survey of 61 Chinese new ventures in information technology and Internet-related industries to obtain 109 valid questionnaires. Following the findings of Study 1, Study 2 proposes a theoretical model of the impact of faultline and schema on business model innovation, and empirically tests it using data of 799 new ventures listed on NEEQ from the CPSED II database, in order to prove that the innovativeness of business model depend on the knowledge sharing and creation of the top management team. Study 3 builds on the bilateral moderation model proposed in Study 2 and further examines the boundary effect of industry context. Based on the above analyses, the main findings of this paper are as follows. (1) Team faultline negatively affect the motivation of efficiency-based and novelty-based business model innovation, the cognitive trust and affective trust of the team play a partially mediating role in it. (2) Faultline and schema moderate mutually to influence efficiency-based and novelty-based business model innovation. Specifically, faultline and schema are mutually negative moderating variables, weak faultline and rich schema together improve the efficiency and novelty of business model. (3) Industry context has a boundary effect in the negative interaction effect of faultline and schema on business model innovation. In industries where business models are the dominant competitive logic, the bilateral moderation of faultline and schema can significantly influence the efficiency and novelty of business model, but in industries where strategic positioning and/or resource capabilities are the dominant competitive logic, the moderation effect is no longer significant. Taken together, this paper expands business model innovation research in the following three aspects: First, focusing on the interactive influence of faultline and schema on business model innovation, and relating the antecedents to different innovation themes, contributing to the antecedents of business model innovation; Second, revealing how top management teams actively promote business model innovation in terms of team composition, and linking management cognition to external environment, contributing to the cognitive perspective of business model innovation; Finally, the industry context is added as a boundary condition for top management teams to influence business model innovation, developing the study of contextual effects of business model innovation.
查看全文：	预览  下载(下载需要进行登录)