Mediating Role of 6V-Based SBMI Between Competitive Strategies and Firm Performance: An Empirical Study of China’s Electric Vehicle Industry
Abstract
1. Introduction
2. Literature Review and Hypotheses Development
2.1. Competitive Strategies and Sustainable Business Model Innovation
2.2. Competitive Strategies and Firm Performance
2.3. The Mediating Role of Sustainable Business Model Innovation Between Competitive Strategies and Company Performance
2.3.1. The Mediating Role of Sustainable Business Model Innovation Between Differentiation Strategy and Firm Performance
2.3.2. The Mediating Role of Sustainable Business Model Innovation Between Cost Leadership Strategy and Firm Performance
3. Research Method
3.1. Research Design
3.2. Measures
3.3. Survey Administration and Data Collection
4. Results
4.1. Demographic Profiles
4.2. Measurement Model Evaluation
4.2.1. Indicator Reliability, Internal Consistency Reliability, and Convergent Validity
4.2.2. Discriminant Validity
4.3. Structure Model Assessment
4.3.1. Assess Collinearity Issues of the Structural Model
4.3.2. Hypothesis Testing
5. Discussion and Conclusions
5.1. Discussion
5.1.1. Relationship Between Competitive Strategies and Sustainable Business Model Innovation
5.1.2. Relationship Between Competitive Strategies and Firm Performance
5.1.3. The Mediating Role of Sustainable Business Model Innovation Between Competitive Strategies and Firm Performance
5.2. Contributions
5.2.1. Theoretical Implications
5.2.2. Practical Implications
5.3. Limitations and Future Research
5.4. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Construct | Measurement Item | |
---|---|---|
Cost Leadership Strategy | CLS1 | Our company purchases raw materials and components costs are lower than competitors. |
CLS2 | Our company manufacturing costs are lower than competitors. | |
CLS3 | Our company products’ prices are lower than competitors. | |
CLS4 | Our company gaining economies of scale. | |
Differentiation Strategy | DS1 | Our company emphasizes brand building and identification. |
DS2 | Our company adjusts the product to meet the customer’s changing needs. | |
DS3 | Our company’s products have more advanced technology and configuration than competitors. | |
DS4 | Our company products’ quality is higher than our competitors. | |
“Value Proposition to Customer” Innovation | VPCI1 | Our company regularly address new, unmet customer needs. |
VPCI2 | Our company products or services are very innovative as compared to our competitors. | |
VPCI3 | Our company products or services regularly solve customer needs, which were not solved by competitors. | |
VPCI4 | Our company regularly take opportunities which arise in new or growing markets. | |
VPCI5 | Our company regularly address new, untouchable market segments. | |
VPCI6 | Our company are constantly seeking new customer segments and markets for our products and services. | |
Value Creation Innovation | VCrI1 | We permanently reflect which new competencies need to be established in order to adapt to changing market requirements. |
VCrI2 | We regularly utilize new technical opportunities in order to extend our product and service portfolio. | |
VCrI3 | We are constantly searching for new collaboration partners. | |
VCrI4 | New collaboration partners regularly help us to further develop our business model. | |
VCrI5 | We utilize innovative procedures and processes during manufacturing of our products. | |
VCrI6 | Existing processes are regularly assessed and significantly changed if needed. | |
Value Delivery Innovation | VDI1 | Our company regularly utilize new distribution channels for our products and services. |
VDI2 | Constant changes in our channels led to improved efficiency of our channel functions. | |
VDI3 | Our company consistently changed our portfolio of distribution channels. | |
VDI4 | Our company often use new exchange and interactive platforms to transmit information to consumers. | |
VDI5 | Our company often uses new ways to advertise our products or services. | |
VDI6 | Our company constantly changed the information of our products or services delivery ways. | |
Value Capture Innovation | VCaI1 | Our company recently developed new revenue opportunities, such as trading-in old motor vehicles for new one. |
VCaI2 | Our company increasingly offer integrated services such as auto finance services available, in order to realize long-term financial returns. | |
VCaI3 | Our company regularly reflect our price-quantity plan. | |
VCaI4 | Our company actively seek for opportunities to save manufacturing costs. | |
VCaI5 | Our company constantly examine purchase cost and if necessary amended according to market prices. | |
VCaI6 | We utilize opportunities, which arise through price differentiation. | |
“Value of Service” Innovation | VSI1 | We try to increase customer retention by new service offerings. |
VSI2 | We emphasize innovative actions to increase customer retention. | |
VSI3 | We recently took many actions in order to strengthen customer relationships. | |
VSI4 | Our company constantly change the way how to service customers. | |
VSI5 | Customers can always feel impress though our service. | |
VSI6 | Our company have many new customers referred by used customers. | |
“Value of Residual” Innovation | VRI1 | Our company constantly take various measures to raise the price of second-hand products. |
VRI2 | Our company often provides customers with a channel to trade second-hand products. | |
VRI3 | Our company always pays close attention to the second-hand products market in this industry. | |
VRI4 | Our company provides recycling channels for end-of-life product. | |
VRI5 | Our company offers reprocessing of end-of-life product to reduce the negative impact on the environment. | |
VRI6 | Our company can benefit financially from the end-of-life product reprocessing. | |
Firm Performance | FP1 | Our company’s brand is gradually becoming better known. |
FP2 | Relative to our competitors, our company had a greater market share. | |
FP3 | Relative to our competitors, the sales growth of our company was growing faster. | |
FP4 | Relative to our competitors, the product development speed of our company was faster. | |
FP5 | Relative to our competitors, our company financial performance was much better. | |
FP6 | Relative to our competitors, the development of our company was much better. | |
FP7 | Employee loyalty in our company is high. | |
FP8 | Customer loyalty in our company is high. |
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Variables | Category | Frequency | % |
---|---|---|---|
Gender | Male | 177 | 67.8 |
Female | 84 | 32.2 | |
Age | Under 25 years | 21 | 8 |
26–35 years | 64 | 24.5 | |
36–45 years | 153 | 58.6 | |
Over 46 years | 23 | 8.8 | |
Educational level | Below undergraduate | 25 | 9.6 |
Undergraduate | 187 | 71.6 | |
Postgraduate | 41 | 15.7 | |
Ph.D. graduate and above | 8 | 3.1 | |
Position level | Top manager | 15 | 5.7 |
Middle manager | 59 | 22.6 | |
Under the middle manager | 187 | 71.6 | |
Department | Marketing department | 48 | 18.4 |
R&D department | 67 | 25.7 | |
Purchasing department | 61 | 23.4 | |
Production and manufacturing department | 31 | 11.9 | |
Human resource department | 9 | 3.4 | |
Finance department | 6 | 2.3 | |
Others | 39 | 14.9 |
Constructs | Items | Outer Loadings ≥0.5 | Cronbach’s Alpha ≥0.7 | CR (rho_a) ≥0.7 | CR (rho_c) ≥0.7 | AVE ≥0.5 |
---|---|---|---|---|---|---|
CLS | CLS1 | 0.818 | 0.854 | 0.871 | 0.900 | 0.693 |
CLS2 | 0.834 | |||||
CLS3 | 0.844 | |||||
CLS4 | 0.833 | |||||
DS | DS1 | 0.677 | 0.747 | 0.761 | 0.839 | 0.567 |
DS2 | 0.736 | |||||
DS3 | 0.778 | |||||
DS4 | 0.815 | |||||
FP | FP1 | 0.805 | 0.910 | 0.917 | 0.928 | 0.617 |
FP2 | 0.783 | |||||
FP3 | 0.786 | |||||
FP4 | 0.800 | |||||
FP5 | 0.821 | |||||
FP6 | 0.785 | |||||
FP7 | 0.858 | |||||
FP8 | 0.628 | |||||
VCaI | VCaI1 | 0.683 | 0.882 | 0.901 | 0.910 | 0.632 |
VCaI2 | 0.640 | |||||
VCaI3 | 0.834 | |||||
VCaI4 | 0.864 | |||||
VCaI5 | 0.869 | |||||
VCaI6 | 0.846 | |||||
VCrI | VCrI1 | 0.776 | 0.800 | 0.819 | 0.857 | 0.503 |
VCrI2 | 0.808 | |||||
VCrI3 | 0.703 | |||||
VCrI4 | 0.563 | |||||
VCrI5 | 0.683 | |||||
VCrI6 | 0.697 | |||||
VDI | VDI1 | 0.773 | 0.879 | 0.881 | 0.908 | 0.623 |
VDI2 | 0.770 | |||||
VDI3 | 0.759 | |||||
VDI4 | 0.822 | |||||
VDI5 | 0.799 | |||||
VDI6 | 0.812 | |||||
VPCI | VPCI1 | 0.811 | 0.911 | 0.912 | 0.931 | 0.694 |
VPCI2 | 0.825 | |||||
VPCI3 | 0.824 | |||||
VPCI4 | 0.897 | |||||
VPCI5 | 0.843 | |||||
VPCI6 | 0.795 | |||||
VRI | VRI1 | 0.766 | 0.872 | 0.879 | 0.904 | 0.611 |
VRI2 | 0.855 | |||||
VRI3 | 0.761 | |||||
VRI4 | 0.760 | |||||
VRI5 | 0.761 | |||||
VRI6 | 0.781 | |||||
VSI | VSI1 | 0.774 | 0.885 | 0.886 | 0.913 | 0.635 |
VSI2 | 0.821 | |||||
VSI3 | 0.805 | |||||
VSI4 | 0.839 | |||||
VSI5 | 0.758 | |||||
VSI6 | 0.783 |
CLS | DS | FP | VCaI | VCrI | VDI | VPCI | VRI | VSI | |
---|---|---|---|---|---|---|---|---|---|
CLS | 0.832 | 0.519 | 0.527 | 0.436 | 0.359 | 0.467 | 0.506 | 0.288 | 0.267 |
DS | 0.440 | 0.753 | 0.737 | 0.660 | 0.783 | 0.588 | 0.661 | 0.621 | 0.695 |
FP | 0.486 | 0.628 | 0.786 | 0.517 | 0.771 | 0.764 | 0.725 | 0.714 | 0.700 |
VCaI | 0.390 | 0.544 | 0.482 | 0.795 | 0.662 | 0.637 | 0.482 | 0.545 | 0.621 |
VCrI | 0.310 | 0.620 | 0.673 | 0.573 | 0.709 | 0.740 | 0.714 | 0.679 | 0.785 |
VDI | 0.411 | 0.491 | 0.690 | 0.580 | 0.627 | 0.789 | 0.581 | 0.669 | 0.708 |
VPCI | 0.458 | 0.547 | 0.670 | 0.457 | 0.620 | 0.525 | 0.833 | 0.562 | 0.687 |
VRI | 0.259 | 0.524 | 0.643 | 0.475 | 0.575 | 0.592 | 0.511 | 0.781 | 0.710 |
VSI | 0.242 | 0.568 | 0.634 | 0.558 | 0.671 | 0.629 | 0.622 | 0.630 | 0.797 |
VIF <5 | VIF <5 | VIF <5 | VIF <5 | ||||
---|---|---|---|---|---|---|---|
CLS1 | 2.018 | FP6 | 2.406 | VCrI5 | 1.514 | VPCI6 | 2.666 |
CLS2 | 2.587 | FP7 | 2.779 | VCrI6 | 1.565 | VRI1 | 2.179 |
CLS3 | 2.504 | FP8 | 1.538 | VDI1 | 1.838 | VRI2 | 2.538 |
CLS4 | 1.852 | VCaI1 | 2.323 | VDI2 | 1.774 | VRI3 | 2.135 |
DS1 | 1.436 | VCaI2 | 2.150 | VDI3 | 1.749 | VRI4 | 1.938 |
DS2 | 1.536 | VCaI3 | 2.300 | VDI4 | 2.493 | VRI5 | 2.513 |
DS3 | 1.537 | VCaI4 | 3.250 | VDI5 | 2.286 | VRI6 | 2.260 |
DS4 | 1.659 | VCaI5 | 3.264 | VDI6 | 2.141 | VSI1 | 2.013 |
FP1 | 2.798 | VCaI6 | 2.661 | VPCI1 | 2.101 | VSI2 | 2.358 |
FP2 | 2.502 | VCrI1 | 1.684 | VPCI2 | 2.919 | VSI3 | 2.078 |
FP3 | 2.592 | VCrI2 | 1.837 | VPCI3 | 2.594 | VSI4 | 2.347 |
FP4 | 2.620 | VCrI3 | 1.479 | VPCI4 | 3.592 | VSI5 | 1.800 |
FP5 | 2.497 | VCrI4 | 1.250 | VPCI5 | 3.024 | VSI6 | 1.951 |
VIF <5 | VIF <5 | ||
---|---|---|---|
CLS → FP | 1.543 | DS → VDI | 1.240 |
CLS → VCaI | 1.240 | DS → VPCI | 1.240 |
CLS → VCrI | 1.240 | DS → VRI | 1.240 |
CLS → VDI | 1.240 | DS → VSI | 1.240 |
CLS → VPCI | 1.240 | VCaI → FP | 1.889 |
CLS → VRI | 1.240 | VCrI → FP | 2.594 |
CLS → VSI | 1.240 | VDI → FP | 2.303 |
DS → FP | 2.080 | VPCI → FP | 2.173 |
DS → VCaI | 1.240 | VRI → FP | 1.974 |
DS → VCrI | 1.240 | VSI → FP | 2.692 |
H | Path | β | SD | T | p | LLCI | ULCI |
---|---|---|---|---|---|---|---|
H1a | DS → VPCI | 0.429 | 0.058 | 7.440 | 0.000 | 0.336 | 0.526 |
H1b | DS → VCrI | 0.599 | 0.047 | 12.762 | 0.000 | 0.524 | 0.678 |
H1c | DS → VDI | 0.385 | 0.059 | 6.573 | 0.000 | 0.291 | 0.486 |
H1d | DS → VCaI | 0.462 | 0.050 | 9.247 | 0.000 | 0.379 | 0.545 |
H1e | DS → VSI | 0.572 | 0.050 | 11.392 | 0.000 | 0.490 | 0.657 |
H1f | DS → VRI | 0.509 | 0.051 | 9.883 | 0.000 | 0.425 | 0.594 |
H2a | CLS → VPCI | 0.269 | 0.046 | 5.872 | 0.000 | 0.194 | 0.346 |
H2b | CLS → VCrI | 0.047 | 0.057 | 0.815 | 0.207 | −0.046 | 0.143 |
H2c | CLS → VDI | 0.242 | 0.069 | 3.484 | 0.000 | 0.124 | 0.354 |
H2d | CLS → VCaI | 0.186 | 0.057 | 3.294 | 0.000 | 0.093 | 0.280 |
H2e | CLS → VSI | −0.010 | 0.059 | 0.162 | 0.436 | −0.104 | 0.091 |
H2f | CLS → VRI | 0.035 | 0.069 | 0.503 | 0.307 | −0.078 | 0.151 |
H3 | DS → FP | 0.155 | 0.058 | 2.694 | 0.004 | 0.058 | 0.247 |
H4 | CLS → FP | 0.151 | 0.042 | 3.577 | 0.000 | 0.083 | 0.221 |
H5a | DS → VPCI → FP | 0.084 | 0.022 | 3.784 | 0.000 | 0.050 | 0.124 |
H5b | DS → VCrI → FP | 0.096 | 0.042 | 2.290 | 0.011 | 0.028 | 0.166 |
H5c | DS → VDI → FP | 0.104 | 0.025 | 4.109 | 0.000 | 0.063 | 0.146 |
H5d | DS → VCaI → FP | −0.057 | 0.025 | 2.245 | 0.012 | −0.098 | −0.016 |
H5e | DS → VSI → FP | 0.033 | 0.038 | 0.865 | 0.193 | −0.026 | 0.098 |
H5f | DS → VRI → FP | 0.098 | 0.030 | 3.309 | 0.000 | 0.054 | 0.151 |
H6a | CLS → VPCI → FP | 0.053 | 0.017 | 3.093 | 0.001 | 0.028 | 0.084 |
H6b | CLS → VCrI → FP | 0.007 | 0.010 | 0.749 | 0.227 | −0.008 | 0.024 |
H6c | CLS → VDI → FP | 0.065 | 0.024 | 2.693 | 0.004 | 0.028 | 0.107 |
H6d | CLS → VCaI → FP | −0.023 | 0.012 | 1.916 | 0.028 | −0.044 | −0.005 |
H6e | CLS → VSI → FP | −0.001 | 0.005 | 0.103 | 0.459 | −0.011 | 0.006 |
H6f | CLS → VRI → FP | 0.007 | 0.014 | 0.480 | 0.316 | −0.016 | 0.030 |
β | SD | T | p | LLCI | ULCI | |
---|---|---|---|---|---|---|
FP | 0.697 | 0.029 | 24.434 | 0.000 | 0.660 | 0.755 |
VCaI | 0.324 | 0.045 | 7.232 | 0.000 | 0.258 | 0.406 |
VCrI | 0.386 | 0.049 | 7.884 | 0.000 | 0.315 | 0.476 |
VDI | 0.288 | 0.047 | 6.146 | 0.000 | 0.222 | 0.376 |
VPCI | 0.358 | 0.056 | 6.439 | 0.000 | 0.276 | 0.459 |
VRI | 0.276 | 0.047 | 5.807 | 0.000 | 0.209 | 0.366 |
VSI | 0.322 | 0.050 | 6.386 | 0.000 | 0.250 | 0.417 |
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Zang, X.; Abdullah, R.N.; Feng, Y.; Wu, M.; Lu, Y.; Zhu, E.; Zhang, Y. Mediating Role of 6V-Based SBMI Between Competitive Strategies and Firm Performance: An Empirical Study of China’s Electric Vehicle Industry. World Electr. Veh. J. 2025, 16, 288. https://doi.org/10.3390/wevj16050288
Zang X, Abdullah RN, Feng Y, Wu M, Lu Y, Zhu E, Zhang Y. Mediating Role of 6V-Based SBMI Between Competitive Strategies and Firm Performance: An Empirical Study of China’s Electric Vehicle Industry. World Electric Vehicle Journal. 2025; 16(5):288. https://doi.org/10.3390/wevj16050288
Chicago/Turabian StyleZang, Xiaohui, Raja Nazim Abdullah, Yi Feng, Mingling Wu, Yanqiu Lu, Enzhou Zhu, and Yingfeng Zhang. 2025. "Mediating Role of 6V-Based SBMI Between Competitive Strategies and Firm Performance: An Empirical Study of China’s Electric Vehicle Industry" World Electric Vehicle Journal 16, no. 5: 288. https://doi.org/10.3390/wevj16050288
APA StyleZang, X., Abdullah, R. N., Feng, Y., Wu, M., Lu, Y., Zhu, E., & Zhang, Y. (2025). Mediating Role of 6V-Based SBMI Between Competitive Strategies and Firm Performance: An Empirical Study of China’s Electric Vehicle Industry. World Electric Vehicle Journal, 16(5), 288. https://doi.org/10.3390/wevj16050288