企业社会责任嵌入商业模式创新机理研究
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摘要
如何实现可持续商业模式创新一直是理论和实践的双重难题,企业社会责任嵌入商业模式创新被认为是一条可行路径。但现有研究对"企业社会责任是如何嵌入以及怎样影响商业模式创新的"等问题仍然知之甚少。本研究通过对万达集团文旅业务的纵向案例分析,揭示了企业社会责任嵌入商业模式创新的机理。首先,企业社会责任嵌入是一个"从边缘议题到核心议题、从传统慈善观到创造共享价值理念"的过程;其次,本文揭示了企业社会责任嵌入、企业生存危机和商业模式创新之间的复杂机理。商业模式创新伊始并不必然需要企业社会责任介入,但会激发企业社会责任萌芽,为企业社会责任嵌入提供必要前提。企业生存危机是企业社会责任嵌入商业模式创新的触发器;最后,本文回答了企业社会责任嵌入对商业模式创新的影响。企业社会责任嵌入提高了商业模式的稳健性,是企业在企业生存危机下重塑商业模式的重要途径。研究发现解释了企业社会责任嵌入的内涵,揭示了企业社会责任嵌入商业模式创新的过程黑箱,回答了企业社会责任与商业模式创新相互循环促进的复杂嵌入机理,为相关研究议题提供了结构性理论假设,有助于更多企业通过企业社会责任嵌入实现可持续商业模式创新。
For a long time, managing the relationship between business and society has been one of the main topics of business literature. How to realize sustainable business model innovation has always been a dual challenge in both theoretical and practical fields, embedding corporate social responsibility(CSR) into business model innovation is considered to be a feasible way. However, such issues about "how is CSR embedded and how does it affect business model innovation?" still remain poorly understood in current studies. The purpose of this paper is to understand "how CSR is embedded in business model innovation and also its impact on business model innovation "In order to answer the above questions, this paper uses an exploratory single case study method to conduct research. The questions discussed in this paper address new issue that has not been fully solved by the existing research. They focus on the theoretical hypothesis and are suitable for the exploratory case study. At the same time, the single case study can help us better understand the background of the case and ensure the depth of the case study. Based on the reasons such as case representativeness, compatibility and data availability, this paper chooses the cultural and tourism business of Wanda group as the case study object, collects data through multiple methods, including semi-structured interviews, second-hand materials, field research etc., and conducts a longitudinal analysis of the development process of cultural and tourism business in Wanda group according time sequence. Through in-depth case analysis of the longitudinal development of the cultural and tourism business in Wanda Group, this paper reveals the mechanism of the process to embed CSR into the business model innovation.The findings of the research suggest three main conclusions. Firstly, the CSR embeddedness is the process from marginal to core issues, and from traditional charity to the creating shared value concept. The cultural and tourism city business in Wanda Group has experienced three development stages: the profit-maximization oriented cultural and tourism industrial complex, the cultural and tourism city with budding of CSR, and the red tourism town with CSR embedded. In the early stage of cultural and tourism industrial complex, profit maximization occupied the leading position, and there was basically no clear CSR action and awareness within Wanda Group. The commercial success has promoted the awakening of CSR awareness in Wanda Group, but CSR is still a marginal issue in this stage and has not become the main tone affecting business model innovation of Wanda Group. However, in the stage of red tourism town, CSR has become the soul of cultural and tourism business model in Wanda Group. CSR has been placed at the core of the business model of " red tourism town " and is the key driving force of business model remodeling in Wanda Group. In the evolution of Wanda cultural and tourism business model, CSR has gradually changed from a marginal issue to a core issue of the business model, and its business model has completed the transformation from profit maximization to value creation. Wanda Group has embedded the concept of " creatingshared value " into its business model innovation activities, and reconstructed its business model through red tourism town. While solving social problems that intersect with its cultural and tourism businesses and creating social value, it has also created the economic value of the enterprise. Secondly, this paper reveals the complicated mechanism between CSR embeddedness, corporate survival crisis and business model innovation. At the beginning, business model innovation is not necessarily need CSR get involved, Wanda Group started the business model innovation of cultural and tourism industry complex under the guidance of profit maximization. Although business model innovation does not necessarily require the stimulation of CSR, but successful business model innovation can stimulate the bud of CSR and provide necessary premise for the CSR embeddedness. Business model innovation will arouse the awareness of CSR and provide necessary preconditions for the embedding of CSR. However, although business model innovation will lead to the awakening of CSR consciousness, it will not form the embedding of CSR. The crisis of corporate survival is the trigger for the embedding of CSR. The awareness of CSR cannot ensure the continuous business success. The continuous excessive pursuit of profit maximization will inevitably lead to the loss of control of the business model and the formation of the enterprise survival crisis within the enterprise. Corporate survival crisis will lead to the business model smash, but corporate survival crisis, as a kind of strong stimulation, also eliminated the poor stimulus, will free the organization from the current assumptions and judgments. Corporate survival crisis is the trigger of embedding CSR into business model innovation, and make the CSR concept transfer from the " traditional CSR " to " creating Shared value ", eventually form the CSRembeddings. Finally, this paper answers the impacts of embedding CSR into business model innovation. CSR embeddedness improves the robustness of business model. For the value proposition, CSR embeddedness helps to form a more robust growth space. After the embeddedness of CSR, the differentiated value proposition represented by red culture and intangible cultural heritage constitutes the soul of the new business model of red culture and tourism town, and morally opens up the growth space for Wanda Group. For the operation model, the embeddedness of CSR helps to form a broader community of interests. After the embeddedness of CSR, Wanda Group developed Wanda red cultural tourism projects through cooperation and joint venture, through the combination of public welfare and business, the company operates better, make more profits and gain higher reputation in the market in a relatively restrained and restrained way. In terms of the profit model, the embeddedness of CSR will help return to reasonable business profit. After the embeddedness of CSR, the cultural and tourism business of Wanda Group is no longer pursuit of vast profits in real estate simple and crude, but return to the reasonable profit of cultural and tourism industry. In short, embedding CSR is the important way to rebuild business model under the corporate survival crisis.The paper focuses on " how is CSR embedded and how does it affect business model innovation?" The findings explain the connotation of CSR embeddedness and answer the dynamic embedding process of CSR from the perspective of process. At the same time, the research links CSR and business model innovation which are two separate issues, and finds the direction and path for sustainable business model innovation. Through the description of the process, qualitative information, this paper reveals the black box of the process of embedding CSR into business model innovation, answers the complicated embedding mechanism of the inter circulatory promotion between CSR and business model innovation, provided structural theoretical hypothesis for relevant research topics.The final findings allow entrepreneurs and managers to better understand the process of embedding CSR into business model innovation. Moreover, the theoretical framework is a conceptual instrument that is useful in analyzing and evaluating alternative ways to develop both business and social interests-based on the "creating shared value" principle, will help more enterprises to realize sustainable business model innovation through CSR embeddedness.
For a long time, managing the relationship between business and society has been one of the main topics of business literature. How to realize sustainable business model innovation has always been a dual challenge in both theoretical and practical fields, embedding corporate social responsibility(CSR) into business model innovation is considered to be a feasible way. However, such issues about "how is CSR embedded and how does it affect business model innovation?" still remain poorly understood in current studies. The purpose of this paper is to understand "how CSR is embedded in business model innovation and also its impact on business model innovation "In order to answer the above questions, this paper uses an exploratory single case study method to conduct research. The questions discussed in this paper address new issue that has not been fully solved by the existing research. They focus on the theoretical hypothesis and are suitable for the exploratory case study. At the same time, the single case study can help us better understand the background of the case and ensure the depth of the case study. Based on the reasons such as case representativeness, compatibility and data availability, this paper chooses the cultural and tourism business of Wanda group as the case study object, collects data through multiple methods, including semi-structured interviews, second-hand materials, field research etc., and conducts a longitudinal analysis of the development process of cultural and tourism business in Wanda group according time sequence. Through in-depth case analysis of the longitudinal development of the cultural and tourism business in Wanda Group, this paper reveals the mechanism of the process to embed CSR into the business model innovation.The findings of the research suggest three main conclusions. Firstly, the CSR embeddedness is the process from marginal to core issues, and from traditional charity to the creating shared value concept. The cultural and tourism city business in Wanda Group has experienced three development stages: the profit-maximization oriented cultural and tourism industrial complex, the cultural and tourism city with budding of CSR, and the red tourism town with CSR embedded. In the early stage of cultural and tourism industrial complex, profit maximization occupied the leading position, and there was basically no clear CSR action and awareness within Wanda Group. The commercial success has promoted the awakening of CSR awareness in Wanda Group, but CSR is still a marginal issue in this stage and has not become the main tone affecting business model innovation of Wanda Group. However, in the stage of red tourism town, CSR has become the soul of cultural and tourism business model in Wanda Group. CSR has been placed at the core of the business model of " red tourism town " and is the key driving force of business model remodeling in Wanda Group. In the evolution of Wanda cultural and tourism business model, CSR has gradually changed from a marginal issue to a core issue of the business model, and its business model has completed the transformation from profit maximization to value creation. Wanda Group has embedded the concept of " creatingshared value " into its business model innovation activities, and reconstructed its business model through red tourism town. While solving social problems that intersect with its cultural and tourism businesses and creating social value, it has also created the economic value of the enterprise. Secondly, this paper reveals the complicated mechanism between CSR embeddedness, corporate survival crisis and business model innovation. At the beginning, business model innovation is not necessarily need CSR get involved, Wanda Group started the business model innovation of cultural and tourism industry complex under the guidance of profit maximization. Although business model innovation does not necessarily require the stimulation of CSR, but successful business model innovation can stimulate the bud of CSR and provide necessary premise for the CSR embeddedness. Business model innovation will arouse the awareness of CSR and provide necessary preconditions for the embedding of CSR. However, although business model innovation will lead to the awakening of CSR consciousness, it will not form the embedding of CSR. The crisis of corporate survival is the trigger for the embedding of CSR. The awareness of CSR cannot ensure the continuous business success. The continuous excessive pursuit of profit maximization will inevitably lead to the loss of control of the business model and the formation of the enterprise survival crisis within the enterprise. Corporate survival crisis will lead to the business model smash, but corporate survival crisis, as a kind of strong stimulation, also eliminated the poor stimulus, will free the organization from the current assumptions and judgments. Corporate survival crisis is the trigger of embedding CSR into business model innovation, and make the CSR concept transfer from the " traditional CSR " to " creating Shared value ", eventually form the CSRembeddings. Finally, this paper answers the impacts of embedding CSR into business model innovation. CSR embeddedness improves the robustness of business model. For the value proposition, CSR embeddedness helps to form a more robust growth space. After the embeddedness of CSR, the differentiated value proposition represented by red culture and intangible cultural heritage constitutes the soul of the new business model of red culture and tourism town, and morally opens up the growth space for Wanda Group. For the operation model, the embeddedness of CSR helps to form a broader community of interests. After the embeddedness of CSR, Wanda Group developed Wanda red cultural tourism projects through cooperation and joint venture, through the combination of public welfare and business, the company operates better, make more profits and gain higher reputation in the market in a relatively restrained and restrained way. In terms of the profit model, the embeddedness of CSR will help return to reasonable business profit. After the embeddedness of CSR, the cultural and tourism business of Wanda Group is no longer pursuit of vast profits in real estate simple and crude, but return to the reasonable profit of cultural and tourism industry. In short, embedding CSR is the important way to rebuild business model under the corporate survival crisis.The paper focuses on " how is CSR embedded and how does it affect business model innovation?" The findings explain the connotation of CSR embeddedness and answer the dynamic embedding process of CSR from the perspective of process. At the same time, the research links CSR and business model innovation which are two separate issues, and finds the direction and path for sustainable business model innovation. Through the description of the process, qualitative information, this paper reveals the black box of the process of embedding CSR into business model innovation, answers the complicated embedding mechanism of the inter circulatory promotion between CSR and business model innovation, provided structural theoretical hypothesis for relevant research topics.The final findings allow entrepreneurs and managers to better understand the process of embedding CSR into business model innovation. Moreover, the theoretical framework is a conceptual instrument that is useful in analyzing and evaluating alternative ways to develop both business and social interests-based on the "creating shared value" principle, will help more enterprises to realize sustainable business model innovation through CSR embeddedness.
引文
[1] Adams R.,et al..Sustainability-oriented innovation:A systematic review [J].International Journal of Management Reviews,2016,18(2):180-205.
[2] Porter M E.,& Kramer M R..Creating shared value [J].Harvard Business Review,2011,89(1/2):62-77.
[3] Lamprinakis L..Improving business resilience through organizational embeddedness in CSR [J].Development and Learning in Organizations:An International Journal,2018.https://doi.org/10.1108/DLO-06-2018-0071.
[4] Wójcik P..How creating shared value differs from corporate social responsibility [J].Journal of Management and Business Administration,2016,24(2):32-55.
[5] Wickert C.,& de Bakker F..Pitching for social change:Toward a relational approach to selling and buying social issues [J].Academy of Management Discoveries,2018,4(1):50-73.
[6] Bocken N M P..A literature and practice review to develop sustainable business model archetypes [J].Journal of Cleaner Production,2014,65(4) 42-56.
[7] Burke J P..Responsibility,politics,and community [J].Public Administration Review,1996,56(6):596-599.
[8] Marques-Mendes A.,& Santos M..Strategic CSR:An integrative model for analysis [J].Social Responsibility Journal,2016,12(2):363-381.
[9] Yin R K..Case study research(2nd ed) [M].Thousand Oaks,CA:Sage.1994.
[10] Dyer W G J.,& Wilkins A L..Better stories not better constructs,to generate better theory:A rejoinder to Eisenhardt [J].Academy of Management Review,1991,16(3):613-619.
[11] Andrew M P..Longitudinal field research on change:Theory and practice [J].Organization Science,1990,1(3):267-292.
[12] Lee S.,et al..A review of case-based learning practices in an online MBA program:A program-level case study [J].Journal of Educational Technology & Society,2009,12(3):178-190.
[13] Strauss A.,& Corbin J..Basics of qualitative research:Grounded theory procedures and techniques [M].Thousand Oaks:Sage,1990.
[14] 毛基业,李晓燕.理论在案例研究中的作用——中国企业管理案例论坛(2009)综述与范文分析[J].管理世界,2010(2):106-113.Mao Jiye,Li Xiaoyan.The effect of theories in the process of case studies:A summary of the forum (2009) on the cases of china′s enterprise management and an analysis of model articles[J].Management World,2010(2):106-113.
[15] 毛基业,张霞.案例研究方法的规范性及现状评估——中国企业管理案例论坛(2007)综述[J].管理世界,2008(4):115-121.Mao Jiye,Zhang Xia.Normative and current situation assessment of case study methods:A summary of the forum (2009) on the cases of china′s enterprise management [J].Management World,2008(4):115-121.
[16] 齐丽云.消费者企业社会责任认同对购买意愿的影响[J].科研管理,2016,37(5):112-121.Qi Liyun.The impact of consumer′s identification of corporate social responsibility on purchase intentions [J].Science Research Management,2016,37(5):112-121.
[17] Carroll A B..The pyramid of corporate social responsibility:Toward the moral management of organizational stakeholders [J].Business Horizons,1991,34 (4):39-48.
[18] Mcwilliams A.,et al..Corporate social responsibility:Strategic implications [M].Social Science Electronic Publishing,2010.
[19] 齐丽云,张碧波,李腾飞.企业社会责任报告质量评价研究[J].科研管理,2016(s1):644-651.Qi Liyun,Zhang Bibo,Li Tengfei.A research on the quality evaluation of corporate social responsibility report [J].Science Research Management,2016(s1):644-651.
[20] 买生,李俊亭,杨英英.企业社会责任管理系统构成研究[J].科研管理,2015,36(3):145-151.Mai Sheng,Li Junting,Yang Yingying.A research on the construction of corporate social responsibility management system [J].Science Research Management,2015,36(3):145-151.
[21] 肖红军,阳镇.共益企业:社会责任实践的合意性组织范式[J].中国工业经济,2018(7):174-192.Xiao Hongjun,Yang Zhen.Benefit corporation:A desirable organizational paradigm for CSR practice [J].China Industrial Economics,2018(7):174-192.
[22] 李永发,张晓玲,赵毅.商业模式品质与高市场绩效[J].科研管理,2017,38(9):124-131.Li Yongfa,Zhang Xiaoling,Zhao Yi.Business model quality and high market performance [J].Science Research Management,2017,38(9):124-131.
[23] 胡保亮.商业模式、创新双元性与企业绩效的关系研究[J].科研管理,2015,36(11):29-36.Hu Baoliang.Business models,innovation ambidexterity and firm performance [J].Science Research Management,2015,36(11):29-36.
[24] 王翔,李东,后士香.商业模式结构耦合对企业绩效的影响的实证研究[J].科研管理,2015,36(7):96-104.Wang Xiang,Li Dong,Hou Shixiang.An empirical study of the effect of business model structural coupling on the firm performance [J].Science Research Management,2015,36(7):96-104.
[25] 潘明道,周颖等.基于Fisher判别的小型工业企业债信评级模型及实证[J].管理评论,2018,30(3):15-28.Pan Mingdao,Zhou Ying,et al..Small industrial enterprises′ credit rating model and empirical analysis based on fisher discriminant [J].Management Review,2018,30(3):15-28.
[26] 齐丽云,李腾飞,郭亚楠.企业社会责任对企业声誉影响的实证研究——基于战略选择的调节作用[J].科研管理,2017,38(7):117-127.Qi Liyun,Li Tengfei,Guo Yanan.An empirical study of the impacts of corporate social responsibility on corporate reputation——The moderating role based on strategic choices [J].Science Research Management,2017,38(7):117-127.
[27] 王雪冬.商业模式创新中顾客价值发现过程研究——基于传统行业成熟企业的案例研究[D].大连:大连理工大学,2015.Wang Xuedong.The research on the process of customer value discovery in the business model innovation ——Based on the case study from traditional industry established companies [D].Dalian:Dalian University of Technology,2015.
[28] 张旭.企业社会责任与竞争力关系的实证分析[J].科研管理,2010,31(3):149-157.Zhang Xu.An empirical study on the relationship between corporate social responsibility and competitiveness [J].Science Research Management,2010,31(3):149-157.
[29] 王雪冬,董大海.商业模式创新概念研究述评与展望[J].外国经济与管理,2013,35(11):29-36.Wang Xuedong,Dong Dahai.A review of the literature of the concept of business model innovation and prospects [J].Foreign Economics Management,2013,35(11):29-36.
[2] Porter M E.,& Kramer M R..Creating shared value [J].Harvard Business Review,2011,89(1/2):62-77.
[3] Lamprinakis L..Improving business resilience through organizational embeddedness in CSR [J].Development and Learning in Organizations:An International Journal,2018.https://doi.org/10.1108/DLO-06-2018-0071.
[4] Wójcik P..How creating shared value differs from corporate social responsibility [J].Journal of Management and Business Administration,2016,24(2):32-55.
[5] Wickert C.,& de Bakker F..Pitching for social change:Toward a relational approach to selling and buying social issues [J].Academy of Management Discoveries,2018,4(1):50-73.
[6] Bocken N M P..A literature and practice review to develop sustainable business model archetypes [J].Journal of Cleaner Production,2014,65(4) 42-56.
[7] Burke J P..Responsibility,politics,and community [J].Public Administration Review,1996,56(6):596-599.
[8] Marques-Mendes A.,& Santos M..Strategic CSR:An integrative model for analysis [J].Social Responsibility Journal,2016,12(2):363-381.
[9] Yin R K..Case study research(2nd ed) [M].Thousand Oaks,CA:Sage.1994.
[10] Dyer W G J.,& Wilkins A L..Better stories not better constructs,to generate better theory:A rejoinder to Eisenhardt [J].Academy of Management Review,1991,16(3):613-619.
[11] Andrew M P..Longitudinal field research on change:Theory and practice [J].Organization Science,1990,1(3):267-292.
[12] Lee S.,et al..A review of case-based learning practices in an online MBA program:A program-level case study [J].Journal of Educational Technology & Society,2009,12(3):178-190.
[13] Strauss A.,& Corbin J..Basics of qualitative research:Grounded theory procedures and techniques [M].Thousand Oaks:Sage,1990.
[14] 毛基业,李晓燕.理论在案例研究中的作用——中国企业管理案例论坛(2009)综述与范文分析[J].管理世界,2010(2):106-113.Mao Jiye,Li Xiaoyan.The effect of theories in the process of case studies:A summary of the forum (2009) on the cases of china′s enterprise management and an analysis of model articles[J].Management World,2010(2):106-113.
[15] 毛基业,张霞.案例研究方法的规范性及现状评估——中国企业管理案例论坛(2007)综述[J].管理世界,2008(4):115-121.Mao Jiye,Zhang Xia.Normative and current situation assessment of case study methods:A summary of the forum (2009) on the cases of china′s enterprise management [J].Management World,2008(4):115-121.
[16] 齐丽云.消费者企业社会责任认同对购买意愿的影响[J].科研管理,2016,37(5):112-121.Qi Liyun.The impact of consumer′s identification of corporate social responsibility on purchase intentions [J].Science Research Management,2016,37(5):112-121.
[17] Carroll A B..The pyramid of corporate social responsibility:Toward the moral management of organizational stakeholders [J].Business Horizons,1991,34 (4):39-48.
[18] Mcwilliams A.,et al..Corporate social responsibility:Strategic implications [M].Social Science Electronic Publishing,2010.
[19] 齐丽云,张碧波,李腾飞.企业社会责任报告质量评价研究[J].科研管理,2016(s1):644-651.Qi Liyun,Zhang Bibo,Li Tengfei.A research on the quality evaluation of corporate social responsibility report [J].Science Research Management,2016(s1):644-651.
[20] 买生,李俊亭,杨英英.企业社会责任管理系统构成研究[J].科研管理,2015,36(3):145-151.Mai Sheng,Li Junting,Yang Yingying.A research on the construction of corporate social responsibility management system [J].Science Research Management,2015,36(3):145-151.
[21] 肖红军,阳镇.共益企业:社会责任实践的合意性组织范式[J].中国工业经济,2018(7):174-192.Xiao Hongjun,Yang Zhen.Benefit corporation:A desirable organizational paradigm for CSR practice [J].China Industrial Economics,2018(7):174-192.
[22] 李永发,张晓玲,赵毅.商业模式品质与高市场绩效[J].科研管理,2017,38(9):124-131.Li Yongfa,Zhang Xiaoling,Zhao Yi.Business model quality and high market performance [J].Science Research Management,2017,38(9):124-131.
[23] 胡保亮.商业模式、创新双元性与企业绩效的关系研究[J].科研管理,2015,36(11):29-36.Hu Baoliang.Business models,innovation ambidexterity and firm performance [J].Science Research Management,2015,36(11):29-36.
[24] 王翔,李东,后士香.商业模式结构耦合对企业绩效的影响的实证研究[J].科研管理,2015,36(7):96-104.Wang Xiang,Li Dong,Hou Shixiang.An empirical study of the effect of business model structural coupling on the firm performance [J].Science Research Management,2015,36(7):96-104.
[25] 潘明道,周颖等.基于Fisher判别的小型工业企业债信评级模型及实证[J].管理评论,2018,30(3):15-28.Pan Mingdao,Zhou Ying,et al..Small industrial enterprises′ credit rating model and empirical analysis based on fisher discriminant [J].Management Review,2018,30(3):15-28.
[26] 齐丽云,李腾飞,郭亚楠.企业社会责任对企业声誉影响的实证研究——基于战略选择的调节作用[J].科研管理,2017,38(7):117-127.Qi Liyun,Li Tengfei,Guo Yanan.An empirical study of the impacts of corporate social responsibility on corporate reputation——The moderating role based on strategic choices [J].Science Research Management,2017,38(7):117-127.
[27] 王雪冬.商业模式创新中顾客价值发现过程研究——基于传统行业成熟企业的案例研究[D].大连:大连理工大学,2015.Wang Xuedong.The research on the process of customer value discovery in the business model innovation ——Based on the case study from traditional industry established companies [D].Dalian:Dalian University of Technology,2015.
[28] 张旭.企业社会责任与竞争力关系的实证分析[J].科研管理,2010,31(3):149-157.Zhang Xu.An empirical study on the relationship between corporate social responsibility and competitiveness [J].Science Research Management,2010,31(3):149-157.
[29] 王雪冬,董大海.商业模式创新概念研究述评与展望[J].外国经济与管理,2013,35(11):29-36.Wang Xuedong,Dong Dahai.A review of the literature of the concept of business model innovation and prospects [J].Foreign Economics Management,2013,35(11):29-36.
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