基于一个纵向案例的后发企业“价值-能力”双向循环与顾客锁定

Latecomers' “Value-Competence”Dual Circle and Customer Lock-In:A Longitudinal Case Study

以事件路径为线索,抽取了一个典型企业40年发展历史的生产质量与市场营销的1 299个事件,应用扎根理论工具把事件划分为4类和3个阶段,描出事件演进的趋势点图。此四类事件(内部实现、质量交付、顾客反馈和需求输入)构成后发企业价值循环的基本过程。研究表明,后发企业的价值循环中伴随能力补缺的反向过程,它们共同形成"价值-能力"的双向循环结构;开放时期技术引进与顾客需求形成的替代渠道,它对"价值-能力"双向循环同时兼具推动和阻碍作用;在市场爆发期双向循环过程被阻断,进入顾客锁定困境。

In this study, we analyzes the process of latecomers value delivery and competence defi- ciency improvement, to seek process based explanations on why latecomers fall into the customer lock-in. Taking a clue of event path, we select a typical Chinese state-owned enterprise and extract 1, 299 events in terms of manufacturing, quality and marketing from its 40-year history. Following the procedures of the grounded theory approach, we divide them into four categories and three phases, and spot an event-trend graph. The event categories （internal implementation, quality delivery, customer feedback and demand input） constitute basic processes of latecomers＇ value circle. Our findings suggest that： 1） latecomers＇ value circle, accompanying with a reverse competence-deficiency- improvement, shapes a ＂value-competence＂ dual circle; 2） in open period, technology introduction and customer need build substitutive pipelines, which take both positive and negative effect on the dual circle; and 3） in market blowout period, the circle is prone to be broken by tight customer ties, and latecomers might be trapped by customer lock-in dilemma. Finally, we conclude the study with three theoretical findings on process-based absorption capacity, dual resource dependence, and coevolutionary lock-in, which provide implications for future research.