[1] Cai li, Yang Yaqian, Lu Shan, et al. Review and prospect of research on the impact of digital technology on entrepreneurial activities[J]. Studies in Science of Science, 2019, 37(10): 1816-1824,1835.
[2] Jiang Shangrong, Qiao Han, Zhang Si, et al. The frontiers of value co-creation research: Ecosystem and business model innovation[J]. Management Review, 2020, 32(2): 3-17.
[3] Liu Yang, Dong Jiuyu, Wei Jiang. Digital innovation management: Theoretical framework and future research[J]. Management World, 2020, 36(7): 198-217, 219.
[4] PAK Kyongsu, Sun Xinbo, Qian Yu, et al. A research on the interactive mechanism of technological innovation and business model innovation in servitization transformation of manufacturing enterprise-The case study of shenyang machine tool[J]. Science of Science and Management of S.& T., 2020, 41(2): 94-115.
[5] Qian Yu，Sun Xinbo，Su Zhonghai，et al. A Case Study on Dynamic Capabilities of Traditional Enterprises and Innovation Mechanism of Digital Platform Business Models[J].R&D Management,2021, 33(1): 175-188.
[6] Su Yong, Duan Ya-jing. West meets east: A literature review of oriental management research[J].Foreign Economics & Management, 2019, 41(12): 3-18.
[7] Xiao Jing-hua. Cross-system digital transformation and adaptive changes of management[J]. Reform, 2020,(4): 37-49.
[8] Xie Weihong, Lin Peiwang, Li Zhongshun. A literature review of digital innovation concept and value creation[J]. Foreign Economics & Management, 2020, 42(9): 19-31.
[9] Alberti-Alhtaybat L, Al-Htaybat K, Hutaibat K. A knowledge management and sharing business model for dealing with disruption: The case of Aramex[J]. Journal of Business Research,2017, 94: 400-407.
[10] Amit R, Han X. Value creation through novel resource configurations in a digitally enabled world[J]. Strategic Entrepreneurship Journal,2017, 11(3): 228-242.
[11] Annarelli A, Battistella C, Nonino F, et al. Literature review on digitalization capabilities: Co-citation analysis of antecedents, conceptualization and consequences[J]. Technological Forecasting and Social Change,2021, 166: 120635.
[12] Antonopoulou K, Begkos C. Strategizing for digital innovations: Value propositions for transcending market boundaries[J]. Technological Forecasting and Social Change,2020, 156: 120042.
[13] Barrett M, Davidson E, Prabhu J, et al. Service innovation in the digital age: Key contributions and future directions[J]. MIS Quarterly,2015, 39(1): 135-154.
[14] Bouwman H, Heikkilä J, Heikkilä M, et al. Achieving agility using business model stress testing[J]. Electronic Markets,2018, 28(2): 149-162.
[15] Cenamor J, Sjodin D R, Parida V. Adopting a platform approach in servitization: Leveraging the value of digitalization[J]. International Journal of Production Economics,2017, 192: 54-65.
[16] Delmond M H, Coelho F, Keravel A, et al. How information systems enable digital transformation: A focus on business models and value co-Production[J]. Social Science Electronic Publishing,2016, 24(15): 36-221.
[17] Eggers J P, Park K F. Incumbent adaptation to technological change: The past, present, and future of research on heterogeneous incumbent response[J]. Academy of Management Annals,2018, 12(1): 357-389.
[18] Elia G, Margherita A, Passiante G. Digital entrepreneurship ecosystem: How digital technologies and collective intelligence are reshaping the entrepreneurial process[J]. Technological Forecasting and Social Change,2020, 150: 119791.
[19] Eling M, Lehmann M. The impact of digitalization on the insurance value chain and the insurability of risks[J]. Geneva Papers on Risk & Insurance Issues & Practice,2018, 43(3): 359-396.
[20] Gimpel H, Hosseini S, Huber R X R, et al. Structuring digital transformation: A framework of action fields and its application at ZEISS[J]. Journal of Information Technology Theory and Application,2018, 19(1): 31-54.
[21] Hein A, Weking J, Schreieck M, Wiesche, M. et al Value co-creation practices in business-to-business platform ecosystems[J]. Electronic Markets,2019, 29(3): 503-518.
[22] Hess T, Matt C, Benlian A, et al. Options for formulating a digital transformation strategy[J]. MIS Quarterly Executive,2016, 15(2): 123-139.
[23] Joiner B. Leadership agility for organizational agility[J]. Journal of Creating Value,2019, 5(2): 139-149.
[24] Karimi-Alaghehband F, Rivard S. Information technology outsourcing and architecture dynamic capabilities as enablers of organizational agility[J]. SAGE Publications,2019, 34(2): 145 179.
[25] Kohli R, Melville N P. Digital innovation: A review and synthesis[J]. Information Systems Journal,2019, 29(1): 200-223.
[26] Kowalkowski C, Gebauer H, Kamp B, et al. Servitization and deservitization: Overview, concepts, and definitions[J]. Industrial Marketing Management,2017, 60: 4-10.
[27] Lenka S, Parida V, Wincent J. Digitalization capabilities as enablers of value co-creation in servitizing firms[J]. Psychology & Marketing,2017, 34(1): 92-100.
[28] Nambisan S, Siegel D, Kenney M. On open innovation, platforms, and entrepreneurship[J]. Strategic Entrepreneurship Journal,2018, 12(3): 354-368.
[29] Nambisan S. Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship[J]. Entrepreneurship Theory and Practice,2017, 41(6): 1029-1055.
[30] Parker G, Van Alstyne M, Jiang X Y. Platform ecosystems: How developers invert the firm[J]. MIS Quarterly,2017, 41(1): 255-266.
[31] Ricciardi F, Zardini A, Rossignoli C, et al. Organizational dynamism and adaptive business model innovation: The triple paradox configuration[J]. Journal of Business Research,2016, 69(11): 5487-5493.
[32] Saadatmand F, Lindgren R, Schultze U, et al. Configurations of platform organizations: Implications for complementor engagement[J]. Research Policy,2019, 48(8): 103770.
[33] Singh A, Klarner P, Hess T. How do chief digital officers pursue digital transformation activities? The role of organization design parameters[J]. Long Range Planning,2020, 53(3): 101890.
[34] Sklyar A, Kowalkowski C, Tronvoll B, et al. Organizing for digital servitization: A service ecosystem perspective[J]. Journal of Business Research,2019, 104: 450-460.
[35] Smith W K, Besharov M L. Bowing before dual gods: How structured flexibility sustains organizational hybridity[J]. Administrative Science Quarterly,2019, 64(1): 1-44.
[36] Svahn F, Mathiassen L, Lindgren R. Embracing digital innovation in incumbent firms: How Volvo cars managed competing concerns[J]. MIS Quarterly,2017, 41(1): 239-253.
[37] Taylor S A, Hunter G L, Zadeh A H, et al. Value propositions in a digitally transformed world[J]. Industrial Marketing Management,2019, 87: 256-263.
[38] Teece D J, Linden G. Business models, value capture, and the digital enterprise[J]. Journal of Organization Design,2017, 6(1): 8.
[39] Teece D J. Business models and dynamic capabilities[J]. Long Range Planning,2018, 51(1): 40-49.
[40] Vargo S L, Lusch R F. Institutions and axioms: an extension and update of service-dominant logic[J]. Journal of the Academy of Marketing Science,2015, 44(1): 5-23.
[41] Verhoef P C, Broekhuizen T, Bart Y, et al. Digital transformation: A multidisciplinary reflection and research agenda[J]. Journal of Business Research,2021, 122: 889-901.
[42] Vial G. Understanding digital transformation: A review and a research agenda[J]. The Journal of Strategic Information Systems,2019, 28(2): 118-144.
[43] Warner K S R, Wäger M. Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal[J]. Long Range Planning,2019, 52(3): 326-349.
[44] Wijaya A P, Bernarto I, Purwanto A. How to Achieve Value creation in digital world? The influence of it response on value creation and customer satisfaction[J]. International Journal of Advanced Science and Technology,2020, 29(3): 6705-6715.
[45] Zeng J, Glaister K W. Value creation from big data: Looking inside the black box[J]. Strategic Organization,2018, 16(2): 105-140.
[46] Zott C, Amit R. Business model innovation: How to create value in a digital world[J]. GfK Marketing Intelligence Review,2017, 9(1): 18-23.
10365 
6698
