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      Business Model Innovation and Experimentation in Transforming Economies: ByteDance and TikTok

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      Management and Organization Review
      Cambridge University Press (CUP)

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          ABSTRACT

          Firms from transforming economies can leverage the characteristics of their location to develop innovative business models before internationalizing. This note showcases ByteDance's innovative business model for its TikTok app, which became one of the most downloaded apps globally. ByteDance used its large and increasingly demanding home market to experiment with creative combinations of business model elements to develop a unique business proposition that positions the TikTok app as a hybrid of social networking and video-sharing. In addition, TikTok benefitted from China's IT strength supported by national high-tech policy to an AI-based recommendation algorithm as a non-location bound resource. TikTok shows that firms from transforming economies can launch successful global products through business model innovation.

          摘要

          转型经济体中的企业可以利用其国内市场的特点,凭借创新的商业模式实现国际化。 本文介绍了字节跳动公司如何运用创新的商业模式使旗下应用TikTok成为全球下载量最多的应用程序之一。字节跳动依托于规模庞大且需求日益增长的中国国内市场,在创造性地整合了其商业模式的元素之后,提出了独特的商业主张,使TikTok成为了一款融合了短视频分享功能和社交属性的新型应用程序。此外,得益于发展高新技术产业的国家政策,字节跳动凭借其IT优势,将基于人工智能的推荐算法作为一种不受地理位置限制的资源加速了TikTok的发展。TikTok成功证明了来自转型经济体的企业能够通过商业模式创新推出在全球范围内受欢迎的产品。

          АННОТАЦИЯ

          Компании из стран с переходной экономикой могут использовать особенности своего местоположения для разработки инновационных бизнес-моделей до выхода на международный уровень. В этой статье рассматривается инновационная бизнес-модель ByteDance для приложения TikTok, которое стало одним из самых скачиваемых приложений в мире. ByteDance использовала большой и все более требовательный внутренний рынок для экспериментов с креативными сочетаниями элементов бизнес-модели, чтобы разработать уникальное предложение, которое позиционирует приложение TikTok как гибрид социальных сетей и видеохостинга. Кроме того, успеху TikTok способствовал сильный IT-сектор Китая, который поддерживает ряд факторов, начиная от национальной политики высоких технологий до алгоритма рекомендаций на основе ИИ в качестве ресурса, не привязанного к местоположению. Пример TikTok показывает, что компании из стран с переходной экономикой могут создавать успешные глобальные продукты с помощью инновационных бизнес-моделей.

          RESUMEN

          Las empresas de economías en transformación pueden apalancar características de su ubicación para desarrollar modelos de negocio innovadores antes de internacionalizarse. Esta nota exhibe el modelo de negocio innovador de ByteDance para su aplicación TikTok, la cual se convirtió en una de las aplicaciones más descargadas globalmente. ByteDance utilizó su gran mercado local y cada vez más exigente para experimentar con combinaciones creativas de elementos del modelo de negocio para desarrollar una propuesta comercial única que posiciona a la aplicación de TikTok como un hibrido de red social y donde se comparten videos. Además, TikTok se benefició de la fortaleza en tecnología de información de China mediante la política nacional de alta tecnología a un algoritmo de recomendación basado en inteligencia artificial como un recurso vinculado a una ubicación. TikTok muestra que las empresas de economías en transformación pueden lanzar productos globales exitosos a través de la innovación de modelos de negocio.

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          Management and Organization Review Special Issue ‘Business Model Innovation in Transforming Economies’

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            Reinventing Business Models

            Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.
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              The management of Chinese MNEs’ expatriates

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                Author and article information

                Journal
                Management and Organization Review
                Manag. Organ. Rev.
                Cambridge University Press (CUP)
                1740-8776
                1740-8784
                May 2021
                February 25 2021
                May 2021
                : 17
                : 2
                : 382-388
                Article
                10.1017/mor.2020.69
                2dc146a2-1fd9-4688-9a72-dda1f6935420
                © 2021

                http://creativecommons.org/licenses/by/4.0/

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