Abstract:This study builds theoretical model based on innovation theory,business ecosystem theory and social capital theory to investigate how four configurations of product innovation and business model innovation affect firm performance and also the moderating effects of social capital.This empirical research with data from 174 emerging technology firms,finds that the four configurations of product innovation and business model innovation have different effects on firm performance.The results indicates that blend tactics are more beneficial for firm performance than pure tactic.More importantly,this study finds that two types of social ties have different moderating effects on the relationships of configurations between firm performance.Emerging technology firms should adopt blend tactics rather than pure tactic to promote firm performance,and build suitable social ties
管玉娟. 新兴技术企业产品创新与商业模式创新的组合对企业绩效的影响[J]. 中国科技论坛, 2015(8): 78-85.
Guan Yujuan. Effect of Configurations of Product Innovation and Business Model Innovation on Performance of Emerging Technology Firms. , 2015(8): 78-85.
[1]Utterback JM,Abernathy WJ.A Dynamic Model of Process and Product Innovation[J].Omega,1975,3(6):639-656. Jansen JJP,Van den Bosch FAJ,Volberda HW.Exploratory Innovation,Exploitative Innovation,and Performance:Effects of Organizational Antecedents and Environmental Moderators[J].Management Science,2006,52(11):1661-1674. Teece DJ.Profiting from Technological Innovation:Implications for Integration,Collaboration,Licensing and Public Policy[J].Research Policy,1986,15(6):285-305. Teece D J.Business Models,Business Strategy and Innovation[J].Long range planning,2010,43(2):172-194. Zott C,Amit R,Massa L.The Business Model:Recent Developments and Future Research[J].Journal of Management,2011,37(4):1019-1042. Zott C,Amit R.The Business Model:a Theoretically Anchored Robust Construct for Strategic Analysis[J].Strategic Organization,2013,11(4):403-411. Zott C,Amit R.Business Model Design and the Performance of Entrepreneurial Firms[J].Organization Science,2007,18(2):181-199. Cavalcante S,Kesting P,Ulhi J.Business Model Dynamics and Innovation:(Re)establishing the Missing Linkages[J].Management Decision,2011,49(8):1327-1342. Nahapiet J,GhoshalS.Social Capital,Intellectual Capital and the Organizational Advantage[J].The Academy of Management Review,1998,23(2):242-266. Peng MW,Luo Y.Managerial Ties and Firm Performance in a Transition Economy:the Nature of a Micro-macro Link[J].Academy of Management Journal,2000,43(3):486-501. Christensen C M.The Innovator s Dilemma[M].Harvard Business School Press,Boston.1997. Geletkanycz Marta A,Hambrick Donald D.The External Ties of Top Executives:Implications for Strategic Choice and Performance[J].Administrative Science Quarterly,1997,42(4),654-81. Stam W,Elfring T.Entrepreneurial Orientation and New Venture Performance:the Moderating Role of Intra-and Extraindustry Social Capital[J].Academy of Management Journal,2008,51(1):97-111. Boso Nathaniel Vicky M,Story John W Cadogan.Entrepreneurial Orientation,Market Orientation,Network Ties,and Performance:Study of Entrepreneurialrms in a Developing Economy[J].Journal of Business Venturing,2013,28:708-727. Jansen JJP,Tempelaar MP,Van den Bosch FAJ,et al.Structural Differentiation and Ambidexterity:the Mediating Role of Integration Mechanisms[J].Organization Science,2009,20(4):797-811. Christensen C M,Raynor M E.Innovator s solution[M].Boston:Harvard Business School Press.2003. Rosenkopf L,Nerkar A.Beyond Local Research:Boundary-spanning,Exploration,and Impact in the Optical Disk Industry[J].Strategic Management Journal,2001,22(4):287-306.