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“用户-平台”融合对平台用户商业模式创新影响研究
A study on the impact of "user-platform" integration on platform users' business model innovation
探究制造业企业如何借助工业互联网平台实现商业模式创新对推动其转型升级具有重要意义。本文利用376家应用了工业互联网平台的制造业企业调研数据,采用多元回归实证探究“用户-平台”融合(功能融合与主体融合)影响平台用户商业模式创新的内在机制与情境机理。结果发现:(1)“用户-平台”功能融合与主体融合对平台用户商业模式创新(价值主张创新、价值创造创新和价值捕获创新)具有正向影响;(2)组织敏捷性(运营调整敏捷性和市场利用敏捷性)在“用户-平台”融合与平台用户商业模式创新之间发挥中介作用;(3)平台领导力和平台安全性正向调节“用户-平台”融合对平台用户价值创造和价值捕获创新的正向影响;(4)数字化准备度正向调节“用户-平台”功能融合对平台用户组织敏捷性的正向影响及组织敏捷性对价值创造和价值捕获创新的正向影响。研究结论拓展了“用户-平台”融合促进平台用户商业模式创新的理论框架,为制造业企业借助工业互联网平台资源促进商业模式创新提供了理论借鉴。
Exploring how manufacturing enterprises take advantage of industrial Internet platforms to achieve business model innovation is of great significance to promote their transformation and upgrading. This study, based on the survey data of 376 manufacturing enterprises that have adopted industrial Internet platforms, and using multivariate regression, empirically explored the mechanism and boundary conditions that "user-platform" integration (i.e., function integration and subject integration) influences platform users' business model innovation. The results showed that: firstly, "user-platform" function integration and subject integration have positive impacts on platform users' business model innovation (i.e., value proposition innovation, value creation innovation and value capture innovation); Secondly, organizational agility (i.e., operational adjustment agility and market capitalizing agility) plays mediating roles in the relationship between "user-platform" integration and platform users' business model innovation; Thirdly, platform leadership and platform security positively moderate the positive effects of "user-platform" integration on the platform users' value creation and value capture innovation; Fourthly, platform users' digital readiness positively moderates the positive effect of "user-platform" function integration on their organizational agility, and the positive effects of organizational agility on value creation and value capture innovation. The conclusions have extended the theoretical framework of "user-platform" integration to promote platform users' business model innovation, and will provide theoretical reference for manufacturing enterprises to utilize the resources from industrial Internet platform to promote business model innovation.
工业互联网平台 / “用户-平台”融合 / 商业模式创新 / 平台领导力 / 数字化准备度
industrial internet platform / "user-platform" integration / business model innovation / platform leadership / digital readiness
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Information technology is generally considered an enabler of a firm’s agility. A typical premise is that greater IT investment enables a firm to be more agile. However, it is not uncommon that IT can also hinder and sometimes even impede organizational agility. We propose and theorize this frequently observed but understudied IT–agility contradiction by which IT may enable or impede agility. We develop the premise that organizations need to develop superior firm-wide IT capability to successfully manage their IT resources to realize agility. We refine the conceptualization and measurement of IT capability as a latent construct reflected in its three dimensions: IT infrastructure capability, IT business spanning capability, and IT proactive stance. We also conceptualize two types of organizational agility: market capitalizing agility and operational adjustment agility. We then conduct a matched-pair field survey of business and information systems executives in 128 organizations to empirically examine the link between a firm’s IT capability and agility. Business executives responded to measurement scales of the two types of agility and organizational context variables, and IS executives responded to measurement scales of IT capabilities and IS context variables. The results show a significant positive relationship between IT capability and the two types of organizational agility. We also find a significant positive joint effect of IT capability and IT spending on operational adjustment agility but not on market capitalizing agility. The findings suggest a possible resolution to the contradictory effect of IT on agility: while more IT spending does not lead to greater agility, spending it in such a way as to enhance and foster IT capabilities does. Our study provides initial empirical evidence to better understand essential IT capabilities and their relationship with organizational agility. Our findings provide a number of useful implications for research and managerial practices.
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基于数字化和商业模式创新文献，探究制造企业数字赋能商业模式创新的作用机制和路径。通过格力电器成功构建数字商业模式的案例研究发现：①数字赋能商业模式创新的作用机制可分为连接赋能、管控赋能和解释赋能3种;②数字赋能商业模式创新的路径是连接、管控和解释赋能分别有助于构建互补导向、效率导向和新颖导向数字商业模式;③数字商业模式与数字制造模式存在相互依赖性，即两者之间存在一致的数字赋能策略。
Based on existing literature of digitalization and business model innovation, this study aims to explore the effect mechanisms and innovation paths of digital enablement on business model innovation. Eying on Gree’s successful digital business model, this study finds that the digital enablement on business model innovation can be divided into three primary dimensions, namely, connectivity enablement, control enablement, and interpretational enablement. The paths to digitally-enabled business model innovation are respectively using connectivity, control and interpretation to create complementarity-oriented digital business model, efficiency-oriented digital business model and novelty-oriented digital business model. Digital business model and digital manufacturing model are interdependent, that is, there are consistent digital enabling strategies between them.
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