Business model innovation is an important way for small and medium-sized platform enterprises (SMPEs) to gain competitive advantage in the digital economy. Based on social capital theory and dynamic capability theory, this study examines the role of alliance management capabilities (AMC) in platform business model innovation (PBMI) in SMPEs and will explore the moderating effects of technological turbulence (TT) and institutional pressure (IP).
To validate the research objectives, questionnaires were distributed to 500 randomly selected SMPEs, yielding 286 valid responses. Structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data. Specifically, fsQCA was employed to identify the configurational paths leading to PBMI.
The results indicates that inter-organizational coordination (IC), alliance portfolio coordination (APC), inter-organizational learning (IL), alliance proactiveness (AP) and alliance transformation (AT) had a positive effect on PBMI. TT and IP negatively moderated the relationship between AMC and PBMI. The fsQCA results, integrating specific dimensions of AMC implementation with TT and IP, revealed four configurational paths driving PBMI: “Adaptive coordination”, “Dynamic coordination”, “Learning coordination” and “Multiple coordination”.
This study provides valuable insights to help SMPEs achieve PBMI. To this end, SMPEs should strengthen their AMC, manage the challenges posed by TT and IP and adopt a business model innovation strategy suited to their specific context.
This study contributes to the literature on AMC, PBMI, TT and IP. Moreover, by combining SEM and fsQCA, this study uncovers the multiple configurational pathways through which SMPEs can enhance PBMI. The results provide guidance for facilitating SMPEs in achieving PBMI and advancing the field of platform business models.
