新创企业团队断裂带与效率型商业模式创新——基于CPSEDⅡ数据库的实证研究

New Venture Team Faultline and Business Model Innovation--Empirical Evidence from CPSED II Database

商业模式创新是新创企业获取竞争优势的重要途经,然而新创企业团队的“断层”结构如何影响商业模式创新的机制仍不清晰。本文利用中国创业企业动态跟踪数据库(CPSEDⅡ),基于社会分类理论与知识基础理论,对新创企业团队关系相关断裂带强度和任务相关断裂带强度影响效率型商业模式创新的作用机制进行了理论分析,探讨了断裂带距离的调节作用。研究发现,具有较高强度关系相关断裂带的新创企业团队更不倾向于做出效率型商业模式创新,具有较高强度任务相关断裂带的新创企业团队更倾向于做出效率型商业模式创新,而断裂带距离正向调节上述关系。该研究拓展了对团队断裂带结果效应的研究,也丰富了对商业模式创新的诱因挖掘,并从效应“激发”的视角探索了断裂带作用的理论边界。

Business model innovation is an important way for new ventures to gain competitive advantages.However,it remains unclear how the“faultline”structure of new venture teams affects business model innovation.By using Chinese Panel Study of Entrepreneurial Development(CPSED II),based on the theory of social classification and knowledge based theory,this paper analyses how relationship related faultline strength and task related faultline strength of new venture teams affect efficiency-centered business model innovation,and then discusses the moderating effect of faultline distance.It is found that new venture teams with strong relationship related faultlines are less inclined to make efficiency-centered business model innovation,and new venture teams with strong task related faultlines are more inclined to make efficiency-centered business model innovation.Faultline distance positively moderates the above relationship.This study expands the research on the result effect of team faultline,enriches the mining of incentives for business model innovation,and explores the theoretical boundary of team faultline from the perspective of effect“activation”.