商业模式创新是企业数字化转型的关键一环,但实践中却存在诸多商业模式创新抗拒的现象。然而,当前关于创新抗拒的研究多以消费者为主体,企业在转型过程中存在的商业模式创新抗拒问题却鲜有学者涉及,其作用路径与内在机理仍缺乏充分的理论关注。基于此,论文运用程序化扎根理论,对8家典型的商业模式创新抗拒企业进行了深入剖析,构建了数字化转型背景下企业商业模式创新抗拒的理论模型。研究发现,商业模式创新抗拒不同于产品创新抗拒,其涵盖了企业对改变整体商业模式要素综合逻辑的抗拒。根据情境与主导因素的差异,数字化转型背景下企业的商业模式创新抗拒主要可以分为“抱头缩项型”“画地自限型”“力不从心型”与“安于现状型”四类,并可分别采用风险决策理论、路径依赖理论、资源基础理论与绩效反馈理论予以解释。本研究拓展了商业模式创新的研究视角,并为减少企业在数字化转型背景下的创新抗拒提供了实践启示。

The digital transformation of enterprises not only requires the completion of digital technology updates and iterations, but also the use of digital technology to disrupt the underlying logic of value creation and acquisition, and to change or create new business models. However, in practice, many enterprises still adhere to their existing organizational structure and management model, and are more inclined to maintain the status quo, resist business model innovation, leading to a decline in market share, declining performance, and even being eliminated, such as Kodak's bankruptcy, Nokia's decline, and Yahoo's decline. It can be seen that in the context of a transitional economy, enterprises need to constantly change their business models, and resisting business model innovation is the key to losing competitive advantage. Therefore, how to weaken the resistance to business model innovation in enterprises has become an important issue. It is necessary to clarify the formation path and internal mechanism of business model innovation resistance, and provide corresponding theoretical guidance for solving the problem of business model innovation resistance in the context of digital transformation.
At present, few scholars reverse study the problem of business model innovation, and the research on innovation resistance mainly focuses on consumers. Few scholars have dealt with the problem of business model innovation resistance in the process of enterprise transformation, and its action path and internal mechanism still lack sufficient theoretical attention. Based on this, this paper uses the procedural grounded theory approach to conduct an in-depth analysis of 8 typical enterprises that are resistant to business model innovation, and builds a theoretical model of business model innovation resistance under the background of digital transformation.
The study found that, the resistance to business model innovation is different from the resistance to product innovation, which covers the resistance of enterprises to changing the comprehensive logic of the overall business model elements. According to the differences in context and dominant factors, the business model innovation resistance of enterprises in the context of digital transformation can be divided into four categories, namely, the "hanging back" type of business model innovation resistance arising from the fact that enterprises are afraid to innovate, the "self-limiting" type of business model innovation resistance due to the multiple constraints on enterprises, the "powerless" type of business model innovation resistance due to the lack of enterprise capabilities, and the "self-contented" business model innovation resistance arising from enterprises being satisfied with the stable business status. The four types of business model innovation resistance can be explained by risk decision theory, path dependence theory, resource-based theory and performance feedback theory.
The contribution of this study is mainly reflected in the following aspects: (1) In terms of theoretical value, firstly, this study proposes the concept of resistance to business model innovation, which not only enriches the research system of business model innovation and expands the scope of previous research on innovation resistance that was mostly consumer centered, but also helps to distinguish it from related variables such as product innovation resistance, deepening the understanding of business model innovation resistance in existing research. Secondly, this study explores the classification model and mechanism of enterprise business model innovation resistance under the background of digital transformation, which helps to reveal the heterogeneity process of different types of business model innovation resistance, and provides a theoretical basis for understanding why enterprises resist business model innovation and how to better promote business model innovation. (2) In terms of practical value, this study has deepened the industry's understanding of the resistance of enterprises to business model innovation in the context of a transitional economy, providing reference for enterprises to overcome obstacles to business model innovation and promoting business model innovation practices in the context of digital transformation.