Generative Capability

Sun, Sunny Li; Zou, Bo

doi:10.1109/tem.2018.2841803

Cited by 15 publications

(15 citation statements)

References 84 publications

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“…How can we apply simple rules to the lean startup process (Blank, 2013; Ries, 2011), speed up the product iteration cycle and reduce the failure rate (Sun and Zou, 2018)?…”

Section: Discussionmentioning

confidence: 99%

“…Focusing on online selling and preorders initially, this approach lowered costs and generated a sense of exclusivity and enthusiasm. Xiaomi’s product development process also used very fast iterations and incorporated weekly user feedback that wowed customers and gave them a sense of pride through participation (Sun and Zou, 2018). Summarizing all of this, we can see that Xiaomi’s business model (Figure 3) emerged as a value proposition of making quality technology accessible to everyone, achieved through the four key elements in its implementation: Focus, Ultimate, Word-of-Mouth and Fast.…”

Section: Methodsmentioning

confidence: 99%

“…Under each iteration, people in organizations apply these general and simple rules to specific circumstances (Ortmann and Salzman, 2002). Iteration comes from the Latin iter (“again”) and the Sanskrit itara (“other”), carrying the logic that repetition and alteration go hand-in-hand (Derrida, 1995; Royle, 2003; Sun and Zou, 2018). Thus, simple rules can be easily repeated and they act as a foundation for decision-making.…”

Section: Simple Rulesmentioning

confidence: 99%

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Building business models through simple rules

Sun

Xiao

Zhang

et al. 2018

MBR

Self Cite

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Purpose How do entrepreneurs use simple rules to build their business models? Based on an inductive study of three Chinese Internet and technology firms, the authors find that business models emerge from simple rules that entrepreneurs learn from their experience. Simple rules also guide entrepreneurs to actualize and exploit opportunities in the marketplace, and they can help business models evolve through market feedback, especially in internationalization. This paper aims to delve into the black box of entrepreneurial decision-making and offer a better depiction of the business model development process in uncertain and fast-changing environments and thus provide guidance for future entrepreneurs. Design/methodology/approach Following the case method (Eisenhardt, 1989; Yin, 2003), the authors first present a thick description of characteristics of three companies and the dynamics of their business models. They then code these descriptions into first-order measures. Finally, they aggregate these measures into abstract constructs. They constantly compare the theoretical constructs and the emerging theory with the existing literature on business models. Findings The authors generate three key insights from the findings: business models emerge from simple rules learned from entrepreneurs’ experience, simple rules help entrepreneurs exploit and actualize opportunities in the marketplace and simple rules help businesses expand and evolve business models through market feedback, especially in internationalization. Originality/value This paper falls into the intersection of strategy and entrepreneurship – an emerging new field of strategic entrepreneurship – and is concerned with how businesses create and sustain a competitive advantage while simultaneously identifying and exploiting new opportunities. The authors bring people – the individual decision-makers for businesses – back in strategy research and depict a more realistic picture of the behavior of successful entrepreneurs and their business model development process.

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“…How can we apply simple rules to the lean startup process (Blank, 2013; Ries, 2011), speed up the product iteration cycle and reduce the failure rate (Sun and Zou, 2018)?…”

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Simple Rulesmentioning

confidence: 99%

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Building business models through simple rules

Sun

Xiao

Zhang

et al. 2018

MBR

Self Cite

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“…Relying on the development of digital 2 Complexity technologies and platforms, digital companies constantly find new opportunities to meet changing market demand [7]. Second, digital companies are good at resource integration [31]. ey use low-cost and reusable information resources as factors for identifying and developing new entrepreneurial opportunities and the affordance characteristic of digital technology helps such companies to realize "technology + domain" resource reorganization [32].…”

Section: Literature Reviewmentioning

confidence: 99%

Fractal Characteristics of Discontinuous Growth of Digital Company: An Entrepreneurial Bricolage Perspective

Liu

Xiao-min

et al. 2021

Complexity

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Digital companies exhibit discontinuous growth in the process of shifting from their existing core business to a newer and less familiar business. This pattern of growth often ends in failure mainly because companies invest most of their resources in maintaining the value network of their existing core business, which ultimately results in a “lock-in” effect. The fractal theory assumes that there are similarities among fractals within companies. These similarities may reduce the threats posed by the value network lock-in effect and increase the chances of successful discontinuous growth. In this study, we applied fractal theory to consider the following questions: (1) in what aspects does the successful discontinuous growth of digital companies exhibit fractal characteristics? (2) What strategy does digital companies use to ensure these fractal characteristics? We adopted an exploratory single-case study method and chose ByteDance as the case company to analyze its successful shift from Toutiao (a media platform) to Douyin (a short-video sharing platform). Our results show that (1) a necessary condition for the successful discontinuous growth of digital companies is that similarities exist (e.g., in technology or customer base) between the existing core business and the new business and (2) entrepreneurial bricolage is a strategy used by digital companies to ensure the existence of fractal characteristics of similarities. We discuss the theoretical contributions and practical implications of this finding.

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“…Secondly, the current research on sustainable business models mainly focuses on innovation path, individual product life cycle, dimensions and components, while the research on the correlation between dimensions is less. Sun and Zou [46] propose that knowledge integration across multiple product generations will benefit the innovation of enterprises. In that case, whether information integration across different life cycle links is conducive to the performance of enterprises still needs to be further studied.…”

Section: Constructing Sustainable Business Modelmentioning

confidence: 99%

Sustainable Business Model Based on Digital Twin Platform Network: The Inspiration from Haier’s Case Study in China

Cao

Liu

et al. 2020

Sustainability

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Sustainability and digitalization have become the main direction of transformation of enterprises. Building a digital twin platform network can provide enterprises with a comprehensive view of products, manufacture, supply chain, customer experience, and profitability, which is conducive to the construction of a sustainable business model. The purpose of this paper is to study how enterprises use digital twin platform networks to generate economic, social and environmental benefits in various dimensions and their coupling relationships. Based on the literature review, this paper constructs a five-dimensional framework of a sustainable business model, and analyses the coupling relationship between dimensions. Using Haier as a way to verify the five-dimensional framework, it explores the dynamic mechanism of the Haier digital twin platform network, constructs an integrated framework based on coupling perspective and compares it with other two home appliance enterprises. The study shows that, through the digital twin platform network, enterprises can remove the disadvantage of focusing on a single product life cycle, and form a comprehensive network, so as to promote overall sustainable upgrades. This paper draws generic strategies and digital transformation suggestions for enterprises to innovate the sustainable business model. The conclusion enriches the research on sustainable business models both theoretically and practically and provides a feasible reference for the transformation of enterprises in digital economy environment.

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Generative Capability

Cited by 15 publications

References 84 publications

Building business models through simple rules

Building business models through simple rules

Fractal Characteristics of Discontinuous Growth of Digital Company: An Entrepreneurial Bricolage Perspective

Sustainable Business Model Based on Digital Twin Platform Network: The Inspiration from Haier’s Case Study in China

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