Synergy, Tensions, and Smart Power Strategies: How to Effectively Implement a Dual Business Model in Product Management
通过纵向案例研究，分析了电子供应商在双业务模式不同阶段产生的协同与张力，并提出了利用巧实力策略增强协同、减少张力的方法，对产品管理者有参考价值。
We examine how product suppliers can effectively implement brand-and-original equipment manufacturing dual business models by investigating the synergy and tensions generated during different phases of implementation, and providing strategies for increasing synergy and reducing tensions. We conduct a longitudinal case study of an electronic supplier's various products. We find that during the seeking phase of a dual business model, synergy is generated by signal effect and tension by inconsistent identity. During the fulfilling phase, synergy comes from organizational learning and resource pooling, and tension from heterogeneity management and resource investment prioritization. During the harvesting phase, synergy originates from balanced long-short term outcomes and tension from market conflict. We also find that during implementation, the suppliers adopted smart power strategies that combined hard and soft power. Hard power deliberately increases synergy and soft power subtly reduces inherent tensions. Hence, the benefits of a dual business model can be realized. We add insight to the business literature on how product suppliers adopt smart power strategies in order to gain returns on engineering efforts during the implementation of dual business models.