Alliance management capability and platform business model innovation of SMEs: findings from SEM and fsQCA

Purpose 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). Design/methodology/approach 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. Findings 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”. Practical implications 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. Originality/value 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.

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Publication Details

Journal
Business Process Management Journal
Published
2025-11-26
DOI
https://doi.org/10.1108/bpmj-04-2025-0410
Primary Topic
Innovation and Knowledge Management
Type
article
Field-Weighted Citation Impact
0.00
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article

Alliance management capability and platform business model innovation of SMEs: findings from SEM and fsQCA

Yuxiang An, Xun Zhang, Baolian Chen, Rui Zhang et al.
Business Process Management Journal
Innovation and Knowledge Management
article

Alliance management capability and platform business model innovation of SMEs: findings from SEM and fsQCA

Yuxiang An, Xun Zhang, Baolian Chen, Rui Zhang, Wensong Zhang, Jiayuan Wang
article en

Abstract

Purpose 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). Design/methodology/approach 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. Findings 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”. Practical implications 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. Originality/value 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.

Business Process Management Journal
Beijing Jiaotong University (CN), Beijing Normal University (CN)
Openalex Percentile: Top 49%
Innovation and Knowledge Management
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