[1] Boudreau K J, Jeppesen L B. Unpaid crowd complementors: The platform network effect mirage[J]. Strategic management journal, 2015,36(12):1761-1777. [2] Rabetino R, Kohtam?ki M, Lehtonen H, et al. Developing the concept of life-cycle service offering[J]. Industrial Marketing Management, 2015,49:53-66. [3] Lüdeke-Freund F, Massa L, Bocken N, et al. Business Models for Shared Value - Main Report[J]. 2016. [4] Teece D J. Business models, business strategy and innovation[J]. Long range planning, 2010,43(2-3):172-194. [5] Casadesus-Masanell R, Ricart J E. From strategy to business models and onto tactics[J]. Long range planning, 2010,43(2-3):195-215. [6] Foss N J, Saebi T. Fifteen years of research on business model innovation: How far have we come, and where should we go?[J]. Journal of management, 2017,43(1):200-227. [7] Amit R, Zott C. Creating value through business model innovation[J]. MIT Sloan management review, 2012. [8] Amit R, Zott C. Creating Value Through Business Model Innovation[J]. MIT Sloan Management Review, 2012,53(3):41-49. [9] George G, Bock A J. The business model in practice and its implications for entrepreneurship research[J]. Entrepreneurship theory and practice, 2011,35(1):83-111.[10] Teece D J. Business models, business strategy and innovation[J]. Long range planning, 2010,43(2-3):172-194.[11] Zott C, Amit R, Massa L. The business model: Theoretical roots, recent developments, and future research[J]. IESE Research Papers, 2010,3(4):1-43.[12] Gavetti G, Rivkin J W. On the origin of strategy: Action and cognition over time[J]. Organization Science, 2007,18(3):420-439.[13] Chesbrough H. Business model innovation: opportunities and barriers[J]. Long range planning, 2010,43(2-3):354-363.[14] McGrath R G. Business models: A discovery driven approach[J]. Long range planning, 2010,43(2-3):247-261.[15] Schneckenberg D, Velamuri V, Comberg C. The design logic of new business models: Unveiling cognitive foundations of managerial reasoning[J]. European Management Review, 2019,16(2):427-447.[16] Martins L L, Rindova V P, Greenbaum B E. Unlocking the hidden value of concepts: A cognitive approach to business model innovation[J]. Strategic Entrepreneurship Journal, 2015,9(1):99-117.[17] Wajid A, Raziq M M, Malik O F, et al. Value co-creation through actor embeddedness and actor engagement[J]. Marketing Intelligence & Planning, 2019,37(3):271-283.[18] Vargo S L, Lusch R F. Service-dominant logic: continuing the evolution[J]. Journal of the Academy of marketing Science, 2008,36:1-10.[19] Vargo S L, Lusch R F. Evolving to a new dominant logic for marketing[M]//The service-dominant logic of marketing. Routledge, 2014:21-46.[20] Vargo S L, Lusch R F. Institutions and axioms: an extension and update of service-dominant logic[J]. Journal of the Academy of marketing Science, 2016,44:5-23.[21] Vargo S L, Lusch R F. The four service marketing myths: remnants of a goods-based, manufacturing model[J]. Journal of service research, 2004,6(4):324-335.[22] Massa L, Tucci C L, Afuah A. A critical assessment of business model research[J]. Academy of Management annals, 2017,11(1):73-104.[23] Grant R M. On ‘dominant logic’, relatedness and the link between diversity and performance[J]. Strategic Management Journal, 1988,9(6):639-642.[24] Dreyer B, Lüdeke-Freund F, Hamann R, et al. Upsides and downsides of the sharing economy: Collaborative consumption business models' stakeholder value impacts and their relationship to context[J]. Technological forecasting and social change, 2017,125:87-104.[25] Neely A. Exploring the financial consequences of the servitization of manufacturing[J]. Operations management research, 2008,1:103-118.[26] Halecker B, Bickmann R, H?lzle K. Failed business model innovation-a theoretical and practical illumination on a feared phenomenon[C]//: R&D management conference, 2014.[27] Casciaro T, Piskorski M J. Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory[J]. Administrative science quarterly, 2005,50(2):167-199.[28] Hillman A J, Withers M C, Collins B J. Resource dependence theory: A review[J]. Journal of management, 2009,35(6):1404-1427.[29] 黄江明, 李亮, 王伟. 案例研究: 从好的故事到好的理论——中国企业管理案例与理论构建研究论坛 (2010) 综述[J]. 管理世界, 2011(2):118-126.[30] 毛基业. 运用结构化的数据分析方法做严谨的质性研究———中国企业管理案例与质性研究论坛 (2019) 综述[J]. 管理世界, 2020,36(3):221-227.[31] Gioia D A, Corley K G, Hamilton A L. Seeking qualitative rigor in inductive research: Notes on the Gioia methodology[J]. Organizational research methods, 2013,16(1):15-31.[32] 王节祥, 陈威如, 江诗松, 等. 平台生态系统中的参与者战略: 互补与依赖关系的解耦[J]. 管理世界, 2021,37(2):126-147.[33] Desa G, Basu S. Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship[J]. Strategic entrepreneurship journal, 2013,7(1):26-49.[34] 高松. 服务型制造模式下 T 企业资源优化配置研究[D]. 镇江: 江苏科技大学, 2014.[35] Uzzi B. The sources and consequences of embeddedness for the economic performance of organizations: The network effect[J]. American sociological review, 1996:674-698.[36] Zott C, Amit R. Business model design and the performance of entrepreneurial firms[J]. Organization science, 2007,18(2):181-199.[37] Adner R, Helfat C E. Corporate effects and dynamic managerial capabilities[J]. Strategic management journal, 2003,24(10):1011-1025.[38] Chadwick C, Super J F, Kwon K. Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance[J]. Strategic Management Journal, 2015,36(3):360-376.[39] Makadok R. Toward a synthesis of the resource‐based and dynamic‐capability views of rent creation[J]. Strategic management journal, 2001,22(5):387-401.[40] Ostrom A L, Parasuraman A, Bowen D E, et al. Service research priorities in a rapidly changing context[J]. Journal of service research, 2015,18(2):127-159.[41] Kindstr?m D, Kowalkowski C. Service innovation in product-centric firms: A multidimensional business model perspective[J]. Journal of Business & Industrial Marketing, 2014,29(2):96-111.[42] Nenonen S, Storbacka K. Business model design: conceptualizing networked value co-creation[J]. International Journal of Quality & Service Sciences, 2010,2(1):43-59.[43] Moeller S. Customer integration—a key to an implementation perspective of service provision[J]. Journal of service research, 2008,11(2):197-210.[44] Sirmon D G, Hitt M A, Ireland R D, et al. Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects[J]. Journal of management, 2011,37(5):1390-1412.[45] Toivonen M, Tuominen T. Emergence of innovations in services[J]. The Service Industries Journal, 2009,29(7):887-902.[46] Sk?lén P, Gummerus J, Von Koskull C, et al. Exploring value propositions and service innovation: a service-dominant logic study[J]. Journal of the academy of marketing science, 2015,43:137-158.[47] Sj?din D, Parida V, Jovanovic M, et al. Value creation and value capture alignment in business model innovation: A process view on outcome‐based business models[J]. Journal of Product Innovation Management, 2020,37(2):158-183.[48] Aspara J, Lamberg J, Laukia A, et al. Corporate business model transformation and inter-organizational cognition: The case of Nokia[J]. Long range planning, 2013,46(6):459-474.[49] Thakur R, Hale D. Service innovation: A comparative study of US and Indian service firms[J]. Journal of Business Research, 2013,66(8):1108-1123. |