Abstract
ABSTRACT
Research Purpose.China's premium baijiu industry is deeply embedded in indigenous cultural logics such as face, social circles, and slow culture. The transformation of its business model requires a balance between institutional innovation and cultural continuity. This study aims to explore how value co-creation orientation drives the structural institutional innovation of business models in the premium baijiu industry across the dimensions of governance, equity, and channel, and to investigate the role of cultural logic in this process.
Theoretical Framework. Integrating insights from value co-creation theory, institutional theory, and social capital theory, this study seeks to reposition cultural logic from an exogenous background factor to an endogenous resource that may participate in institutional design. A three-dimensional institutional analysis framework of "governance-equity-channel" is constructed to provide an analytical lens for understanding business model innovation in culture-intensive industries.
Research Method.A qualitative longitudinal single-case study design was adopted, taking W Baijiu as the case. Data were collected through semi-structured interviews with 20 key informants, archival analysis, and participant and non-participant observation. Data analysis followed the Gioia three-stage coding methodology, combined with thematic analysis, distilling five core themes from 293 first-order concepts.
Research Findings.The findings indicate that the institutional innovation driven by value co-creation is manifested as the transfer of governance power toward distributed governance, the expansion of value distribution toward composite value sharing, and the reconfiguration of channel functions from a transactional pipeline to relational co-creation scenarios. Cultural logic embedding runs through these three dimensions, enabling indigenous cultural elements such as face and social circles to be strategically transformed into core resources for institutional design. The study also identifies the boundary conditions and reflexive dimensions of value co-creation.
摘要
研究目的。中国高端白酒行业深嵌于面子、圈层与慢文化等本土文化逻辑之中，其商业模式转型需在制度创新与文化传承之间寻求平衡。本研究旨在探讨价值共创导向如何驱动高端白酒行业在治理、权益与渠道维度实现商业模式的结构性制度创新，并探究文化逻辑在这一过程中的作用机制。
理论框架。本研究整合价值共创理论、制度理论与社会资本理论的相关洞见，尝试将文化逻辑从外生背景重新定位为可能参与制度建构的能动因素，构建“治理—权益—渠道”三维制度分析框架，为理解文化密集型行业的商业模式创新提供分析视角。
研究方法。采用定性纵向单案例研究设计，以W酒业为案例，通过20位关键知情人的半结构化访谈、档案分析及参与式观察收集数据。数据分析遵循Gioia三阶段编码法，结合主题分析法，从293个一阶概念中提炼五个核心主题。
研究结果。研究发现，价值共创驱动的制度创新表现为治理权力向分布式共治的让渡、价值分配向复合价值共享的拓展、渠道功能从交易管道向关系型共创场景的重构。文化逻辑嵌入贯穿上述三维度，使面子、圈层等本土文化要素得以转化为制度设计的核心资源。研究同时识别了价值共创的适用边界与反思性维度。