领导者企业如何与参与者企业协同实现价值共创?——基于小米生态链的案例研究  

How Do Leading Firms Collaborate with Participating Firms to Achieve Value Co-Creation?A Case Study Based on Xiaomi's Ecosystem Chain

作　　者：李东红[1] 周平录 杨震宁[3] 马鹏程 Li Donghong;Zhou Pinglu;Yang Zhenning;Ma Pengcheng(School of Economics and Management,Tsinghua University;School of Economics,Lanzhou University;Business School,University of International Business and Economics;Renmin Business School,Renmin University of China)

机构地区：[1]清华大学经济管理学院 [2]兰州大学经济学院 [3]对外经济贸易大学国际商学院 [4]中国人民大学商学院

出　　处：《管理世界》2025年第1期151-167,共17页Journal of Management World

基　　金：国家自然科学基金项目(72472084,72172035,71872100);清华大学经济管理学院研究基金项目(2021051008)的资助。

摘　　要：商业生态系统是培育壮大战略性新兴产业和超前布局未来产业、促进相关企业成长的重要组织载体。深刻认识商业生态系统价值共创的内在机理是充分发挥其作用的重要前提。本文通过对小米及另外3家企业的嵌入式案例研究发现:(1)商业生态系统中权力的动态变化源于领导者与参与者间的互动,这一演变过程表现为权力距离由初始较小到逐渐增大再到最终分化;同步地,权力行为经历权力形成、权力约束、权力行动和权力再平衡4个阶段;(2)领导者与参与者之间的权力距离会激发两者在商业生态系统中的权力行为。具体地,权力距离较小时,两者均会形成工具权力、行动权力和权威权力;权力距离增大时,权力不平衡加剧,商业生态系统中出现权力约束,促使各方采取相应的权力行动;权力距离分化时,两者可能基于路径依赖与机会依赖进行权力再平衡;(3)伴随着权力在商业生态系统中的动态演化,领导者与参与者之间的价值共创呈现波浪式发展,包括从价值共创启动、价值共创扭曲、价值共创竞争到价值共创提升的演化。本文解构了商业生态系统中权力距离、权力行为及其影响价值共创的动态过程,丰富了商业生态系统理论、资源依赖理论和价值共创理论,并为企业和政府借助商业生态系统更好地推动发展提供参考。The business ecosystem functions as a vital organizational framework that facilitates the advancement of strategic emerging industries,enhances the positioning of future industries and accelerates the growth of associated enterprises.A profound understanding of the inherent mechanisms influencing value co-creation within the business ecosystem is essential for fully leveraging its potential.By using embedded case studies of Xiaomi and three other enterprises within its predominantly constructed business ecosystem,this study reveals that(1)dynamic changes in power within the business ecosystem originate from interactions between leaders and participants.This evolu⁃tionary process manifests as the gradual enlargement and eventual differentiation of power distances.Simultaneously,power behaviors expe⁃rience four stages:power formation,power constraint,power action,and power rebalancing.(2)Power distances between leaders and partici⁃pants stimulate their power behaviors within the business ecosystem.Specifically,both parties develop instrumental power,action power,and authoritative power when power distances are relatively small.As power distances increase,power imbalances intensify,leading to pow⁃er constraints within the business ecosystem,and prompting corresponding power actions.When the power distances differentiate,both par⁃ties engage in power rebalancing activities aimed at clarifying their positions and roles based on path dependence and opportunity depen⁃dence.(3)As power evolves dynamically within the business ecosystem,the value co-creation between leaders and participants demon⁃strates a wave-like progression,including several steps such as the evolution from value co-creation initiation,value co-creation distor⁃tion,and value co-creation competition,to value co-creation enhancement.This study deconstructs the dynamic changes in power dis⁃tance,power behavior,and power outcomes within the business ecosystem,enriching theories of business ecosystems,resource dependency,and value co-creat

关 键 词：商业生态系统 价值共创 权力 资源依赖 小米 

分 类 号：F426.63[经济管理—产业经济] F272.91