A Business Model View of Strategy
提出商业模式视角可补充资源基础观和市场定位理论，通过分析活动间的相互依赖关系来发展战略新见解，尤其适用于资源和能力异质性弱、模仿障碍低的情境。
Abstract We argue that while the business model construct may not be entirely new, it can still provide a novel lens, complementary to Resource Based View and Market Positioning, to develop new theoretical insights in strategy. We propose that the consideration of interdependencies among the activities of a business model provides such a lens. We show that by starting strategy development with interdependencies among activities, we can: (1) develop new insights on how to build superior strategies; and (2) explain company performance variance especially when heterogeneity in resources and capabilities is not strong and barriers to imitation are weak. Overall, we propose that a promising research avenue for the business model literature is to integrate complexity theory with demand‐side and supply side theories of strategy to generate more nuanced insights on what activities to connect and how to develop superior interdependencies among activities that can form the basis of superior strategies.