Advertisement

Research on the Influence Mechanism of Strategic Flexibility on Business Model Innovation

  • Guangjin LiEmail author
  • Rongyao Zhuo
Conference paper
  • 8 Downloads
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 1191)

Abstract

Under the current fierce market competition, the two themes of strategic flexibility and business model innovation have become more and more important for enterprises to participate in competition, their importance in the process of enterprise strategic management has also increased. Based on this, the paper will deeply study the influence mechanism of strategic flexibility on business model innovation. Firstly, we conduct a review study on relevant literature, and then carry out empirical analysis based on the questionnaire data of enterprise research. Research shows that: 1) Strategic flexibility has a positive impact on business model innovation; 2) Dual innovation plays a mediating role in the relationship between strategic flexibility and business model innovation; 3) Environmental dynamics have a positive moderating effect on the impact of resource flexibility which is a kind of strategic flexibility on business model innovation.

Keywords

Strategic flexibility Business model innovation Dual innovation Environmental dynamics 

References

  1. 1.
    Amit, Z.: Value creation in e-business. Strateg. Manag. J. 22(6–7), 493–520 (2001)CrossRefGoogle Scholar
  2. 2.
    Baron, K.: The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and stastical consideration. J. Pers. Soc. Psychol. 51, 1173–1182 (1986)CrossRefGoogle Scholar
  3. 3.
    Christoph, Z., Raphael, A.: Business model design and the performance of entrepreneurial firms. Organ. Sci. 18(2), 181–199 (2007)CrossRefGoogle Scholar
  4. 4.
    Danneels, E.: The dynamics of product innovation and firm competences. Strateg. Manag. J. 23(12), 1095–1121 (2002)CrossRefGoogle Scholar
  5. 5.
    Duncan, R.B.: Characteristics of organizational environments and perceived environmental uncertainty. Adm. Sci. Q. 17(3), 313–327 (1972)CrossRefGoogle Scholar
  6. 6.
    Dwyer, F.R., Welsh, M.A.: Environmental relationships of the internal political economy of marketing channels. Adm. Sci. Q. 22(4), 397–414 (1985)Google Scholar
  7. 7.
    Fichman, G.R.: Real options and it platform adoption: implications for theory and practice. Inf. Syst. Res. 15(2), 132–154 (2004)CrossRefGoogle Scholar
  8. 8.
    Foss, N.J., Saebi, T.: Fifteen years of research on business model innovation: how far have we come, and where should we go? J. Manag. 43(1), 200–227 (2016)Google Scholar
  9. 9.
    He, Z.L., Wong, P.K.: Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4), 481–494 (2004)CrossRefGoogle Scholar
  10. 10.
    Jaworski, B.J., Kohli, A.K.: Market orientation: antecedents and consequences. J. Market. 57(3), 53–71 (1993)CrossRefGoogle Scholar
  11. 11.
    Jansen, J.J., Van Den Bosch, F.A., Volberda, H.W.: Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Manag. Sci. 52, 1661–1674 (2006)CrossRefGoogle Scholar
  12. 12.
    Lin, Y.Q., Zhao, S.: Human resource practice, strategic flexibility and corporate performance in building social networks of top management teams - moderating role of environmental uncertainty. Nankai Manag. Rev. 16, 4–15 (2013)Google Scholar
  13. 13.
    Luo, Z.Z., Huang, Q.H.: Entrepreneurial orientation and knowledge rigidity: the moderating effect of environmental dynamics. Sci. Technol. Manag. Res. 18, 176–183 (2019) Google Scholar
  14. 14.
    March, J.G.: Exploration and exploitation in organizational learning. Organ. Sci. 2(1), 71–87 (1991)MathSciNetCrossRefGoogle Scholar
  15. 15.
    Miller, D.: The structural and environmental correlates of business strategy. Strateg. Manag. J. 8, 55–76 (1987)CrossRefGoogle Scholar
  16. 16.
    Mitchell, D.W., Bruckner Coles, C.: Business model innovation breakthrough moves. J. Bus. Strategy 25(1), 16–26 (2004)CrossRefGoogle Scholar
  17. 17.
    Myers, S.C., Majluf, N.S.: Corporate financing and investment decisions when firms have information that investors do not have. J. Financ. Econ. 13(2), 187–221 (1984)CrossRefGoogle Scholar
  18. 18.
    Nadkarni, S., Narayanan, V.K.: Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed. Strateg. Manag. J. 28(3), 243–270 (2007)CrossRefGoogle Scholar
  19. 19.
    Sanchez, R.: Preparing for the future: developing strategic flexibility from a competence-based perspective | Preparing for an uncertain future: managing organizations for strategic flexibility. Int. Stud. Manag. Organ. 27(2), 71–94 (1997)Google Scholar
  20. 20.
    Shleifer, A., Summers, L.H.: Breach of trust in hostile takeovers. In: Auerbach, A.J. (ed.) Corporate Takeovers: Causes and Consequences. Social Science Electronic Publishing, New York (1988)Google Scholar
  21. 21.
    Teece, D.J.: Business models, business strategy and innovation. Long Range Plan. 43(2–3), 172–194 (2010)CrossRefGoogle Scholar
  22. 22.
    Timmers, P.: Business models for electronic markets. Electron. Markets 8(2), 3–8 (1998)CrossRefGoogle Scholar
  23. 23.
    Wang, J., Huang, Q.H.: Organizational forgetting and knowledge rigidity: moderating effects of entrepreneurial orientation and environmental dynamics. Econ. Manag. Res. 39(12), 120–129 (2018)Google Scholar
  24. 24.
    Wilden, R., Gudergan, S.P.: The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. J. Acad. Mark. Sci. 43(2), 181–199 (2015)CrossRefGoogle Scholar
  25. 25.
    Yan, J., Liu, Z.Y., Zheng, X.F.: Transformational leadership, business model innovation and enterprise performance under the moderating of environmental dynamics. J. Manag. 08, 1208–1214 (2016)Google Scholar
  26. 26.
    Zhang, C.Y., Guo, T., Liu, H.D.: The impact of network embeddedness on business model innovation of technology start-ups. Sci. Res. 36(1), 167–176 (2018)Google Scholar
  27. 27.
    Zhang, Y., Liu, R.: Research on the relationship between complementary assets, platform leadership and dual innovation. Sci. Technol. Progress Countermeas. 36(6), 66–74 (2019)Google Scholar
  28. 28.
    Zhou, K.Z., Wu, F.: Technological capability, strategic flexibility, and product innovation. Strateg. Manag. J. 31(5), 547–561 (2010)MathSciNetGoogle Scholar
  29. 29.
    Zott, C., Amit, R.: Business model design: an activity system perspective. Long Range Plann. 43(2–3), 216–226 (2010)CrossRefGoogle Scholar

Copyright information

© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2021

Authors and Affiliations

  1. 1.Business School of Sichuan UniversityChengduPeople’s Republic of China
  2. 2.Institute of Development and Competitiveness of Listed Companies of Sichuan UniversityChengduPeople’s Republic of China

Personalised recommendations