文献类型：期刊文献

中文题名：后发企业颠覆性创新价值共创演化路径与模式跃迁——以比亚迪为例

英文题名：Evolution Path and Mode Transition of Co-creation Value ofLatecomer Enterprises:A Case Study of BYD

作者：张光宇[1,2];黄家慧[1,2];曹阳春[3]

机构：[1]广东工业大学管理学院;[2]广东工业大学创新理论与创新管理研究中心,广东广州510520;[3]广东海洋大学管理学院,广东湛江524088

年份：2024

卷号：41

期号：1

起止页码：126

中文期刊名：科技进步与对策

外文期刊名：Science & Technology Progress and Policy

收录：北大核心2023、CSTPCD、、国家哲学社会科学学术期刊数据库、CSSCI2023_2024、北大核心、CSSCI

基金：国家自然科学基金面上项目(72074056)。

语种：中文

中文关键词：价值共创;后发企业;颠覆性创新;案例分析

外文关键词：Value Co-creation;Latecomer Enterprise;Disruptive Innovation;Case Study

中文摘要：现有研究对于颠覆性创新价值共创模式和路径演化的认识仍有待深入。为助推后发企业突破价值共创的路径瓶颈,解决颠覆性创新过程中价值共创模式跃迁的动力问题,基于价值共创视角,采用探索性单案例研究方法,以比亚迪为研究对象,探讨后发企业在不同阶段实现颠覆性创新的价值共创路径与模式。研究表明,在起步阶段、扩散阶段和颠覆阶段,后发企业颠覆性创新的价值共创有不同价值共创主体参与,形成不同路径与模式;在不同阶段,后发企业的价值共创过程将依次经历交易型模式、合作型模式和关系型模式,不同模式的差异具体体现在价值主张、价值形成和价值扩散3个模块。结论有助于扩展价值共创理论的应用领域,丰富颠覆性创新与价值共创理论研究成果,为后发企业实现颠覆性创新提供思路借鉴与实践指导。

外文摘要：China's new energy automobile enterprises are latecomer enterprises,and they suffer from the disadvantages of congenital resource shortage,weak basic research and development,and insufficient high-end involvement in the industrial chain.Furthermore,the blockade of foreign core technologies in the new era has made the innovation environment of latecomer enterprises worse.Disruptive innovation,based on the blue ocean thinking mode,can provide good path guidance for latecomer firms'through reshaping and reform of technological paradigm and innovation route.On the other hand,disruptive innovation involves the systematic reshaping of the technology system,which often involves the role complementarity and resource integration of different innovation subjects.The process of disruptive innovation is used to be accompanied with the value co-creation activities of innovation subjects.After reviewing the existing literature on disruptive innovation and value co-creation,it is found that the research about value co-creation of disruptive innovation on enterprises is also one of the core issues that current scholars pay attention to,and the market diffusion process of disruptive innovation and the logic process of value co-creation are highly coupled.Therefore,the existing research on the model and path evolution of disruptive innovation value co-creation still needs to be further improved.To help latecomer enterprise break through the path bottleneck of value co-creation and solve the dynamic problem of value co-creation mode transition in the process of disruptive innovation,this paper is from the perspective of value co-creation which helps to conduct a research framework formed by the internal and external organization linkage of value subject and“value proposition-value formation-value diffusion”,and takes BYD as the research object with the exploratory single case study method to explore the value co-creation path and mode of latecomer enterprises to achieve disruptive innovation at different stages.Through the coding of BYD data based on the grounded theory,the concept and category of value co-creation in each stage are obtained,and the process law and internal mechanism of disruptive innovation value co-creation of latecomer firms are further revealed.The study has found that in the initial stage,diffusion stage and subversion stage,there are different value co-creator participators in the disruptive innovation value co-creation of latecomer enterprises,forming different paths and models.At different stages,the value co-creation of latecomer firms will experience transactional mode,cooperative mode and relational mode in turn.The differences of different modes are embodied in three modules:value proposition,value formation and value diffusion.Aiming at different value co-creation modes,this paper summarizes the development rules and puts forward corresponding innovation strategies.The innovation strategy at the initial stage is the resource patching oriented transaction form,and the imitative innovation that absorbs value spillovers.The start-ups can complete the resource patching through the transaction form,alleviate the dependence on structural resources,avoid the risk of R&D investment with asset-lite structure,fully capture the value spillovers of external organizations in the transaction,and then they should continuously launch new products and services through imitation innovation to ensure that the innovation direction is consistent with customer demand.In the diffusion stage,latecomers should carry out independent innovation of information exchange in the form of collaborative innovation oriented cooperation.Enterprises should expand their business scale,establish long-term cooperation relationships with external organizations such as government,industry,universities and research institutes,capture technology spillovers and cutting-edge knowledge in cooperation and improve the independent innovation ability of enterprises.In the subversion stage,the latecomers should form a relationship involving multiple parties and open innovation of customer customization.Enterprises should attract as many subjects as possible to participate in value co-creation,so as to maintain the network relationship and improve the ability to obtain and integrate scarce resources.At the same time,customers should become the innovation source of enterprises through customer customization strategies,thus improving customer loyalty and satisfaction.This study expands the application field of value co-creation theory,enriches the research results of disruptive innovation and value co-creation theory,and provides ideas and practical guidance for latecomer enterprises to achieve disruptive innovation.