中国创新型企业内外部研发合作网络对组织二元学习平衡的影响
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摘要
组织的二元学习包括探索式学习和挖掘式学习,二元学习平衡有助于创新型企业保持持续的竞争力。中国企业处于挖掘式学习多于探索式学习的阶段,二元学习平衡需要进行更多的探索式学习。外部新知识进入有利于企业探索式学习,内部既有知识利用有利于企业的挖掘式学习,企业二元学习的平衡则需要两者的结合。企业外部和内部研发合作网络的特征分别影响企业的外部新知识进入与内部知识的识别和吸收。通过分析31家中国创新型企业2000—2016年在德温特创新索引数据库上的134 814个发明专利数据,结果发现:中国创新型企业在外部研发合作网络中的程度中心性和结构洞均正向影响企业二元学习平衡,企业内部研发合作网络的中介中心势正向调节企业在外部研发合作网络的程度中心性与二元学习平衡的关系,企业内部研发合作网络的程度中心势负向调节企业在外部研发合作网络的结构洞与二元学习平衡的关系。最后,就企业如何通过内外部研发合作策略提升中国企业的二元学习平衡展开了讨论。
The organizational ambidexterous learning includes exploring learning and exploiting learning, and the organizational ambidexterity contributes to continuous competitiveness of the innovative enterprises. Chinese enterprises are in a phase in which exploiting learning is more than exploring learning, and the organizational ambidexterity requires more exploring learning. The entrance of new knowledge outside the organization is beneficial to the exploring learning, and the new utilization of the existing knowledge is beneficial to the exploiting learning, and the organizational ambidexterity requires the combination of the two kinds of knowledge. The characteristics of the enterprises' external R&D cooperative network influence the entrance of new knowledge outside the organization, while the characteristics of the enterprises' internal R&D cooperative network influence absorption of knowledge.Based on the analysis of 134,814 invention patents from 2000 to 2016 from the Derwent Innovations Index of 31 Chinese innovative enterprises, the results showed that: both of the degree centrality and the structural hole of the Chinese innovative enterprises in the external R&D cooperative network had positive influence on the organizational ambidexterity. The betweenness centralization of the internal R&D cooperative network of the Chinese innovative enterprises positively moderated the relationship between the degree centrality of the Chinese innovative enterprises in the external R&D cooperative network and the organizational ambidexterity; the degree centralization of the internal R&D cooperative network of the Chinese innovative enterprises negatively moderated the relationship between the structural hole of the Chinese innovative enterprises in the external R&D cooperative network and the organizational ambidexterity. Finally, the theories and suggestion about the organizational ambidexterity of the Chinese enterprises through internal and external R&D cooperation strategy were discussed.
The organizational ambidexterous learning includes exploring learning and exploiting learning, and the organizational ambidexterity contributes to continuous competitiveness of the innovative enterprises. Chinese enterprises are in a phase in which exploiting learning is more than exploring learning, and the organizational ambidexterity requires more exploring learning. The entrance of new knowledge outside the organization is beneficial to the exploring learning, and the new utilization of the existing knowledge is beneficial to the exploiting learning, and the organizational ambidexterity requires the combination of the two kinds of knowledge. The characteristics of the enterprises' external R&D cooperative network influence the entrance of new knowledge outside the organization, while the characteristics of the enterprises' internal R&D cooperative network influence absorption of knowledge.Based on the analysis of 134,814 invention patents from 2000 to 2016 from the Derwent Innovations Index of 31 Chinese innovative enterprises, the results showed that: both of the degree centrality and the structural hole of the Chinese innovative enterprises in the external R&D cooperative network had positive influence on the organizational ambidexterity. The betweenness centralization of the internal R&D cooperative network of the Chinese innovative enterprises positively moderated the relationship between the degree centrality of the Chinese innovative enterprises in the external R&D cooperative network and the organizational ambidexterity; the degree centralization of the internal R&D cooperative network of the Chinese innovative enterprises negatively moderated the relationship between the structural hole of the Chinese innovative enterprises in the external R&D cooperative network and the organizational ambidexterity. Finally, the theories and suggestion about the organizational ambidexterity of the Chinese enterprises through internal and external R&D cooperation strategy were discussed.
引文
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[7]Gnyawali D R,Madhavan R.Cooperative networks and competitive dynamics:A structural embeddedness perspective[J].Academy of Management Review,2001,26(3):431-445.
[8]Zaheer A,Bell G G.Benefiting from network position:Firm capabilities,structural holes,and performance[J].Strategic Management Journal,2005,26(9):809-825.
[9]Burt R S.Structural Holes:The Social Structure of Competition[M].Boston:Harvard University Press,1992.
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[13]Scott J.Social Network Analysis:A Handbook[M].Thousand Oaks:Sage,1991.
[14]Leenders R T A J,Dolfsma W A.Social networks for innovation and new product development[J].Journal of Product Innovation Management,2015,33(2):123-131.
[15]Leenders R T A J,Kratzer J,Engelen J M L V.Innovation team networks:The centrality of innovativeness and efficiency[J].International Journal of Networking and Virtual Organisations,2007,4(4):459-478.
[16]Cohen W M,Levinthal D.Absorptive capacity:A new perspective on learning and innovation[J].Administrative Science Quarterly,1990,35(1):128-152.
[17]Martini A,Neirotti P,Appio F P.Knowledge searching,integrating and performing:Always a tuned trio for innovation?[J].Long Range Planning,2017,50(2):200-220.
[18]Laursen K,Salter A J.The paradox of openness:Appropriability,external search and collaboration[J].Research Policy,2014,43(5):867-878.
[19]何郁冰,张思.技术创新持续性对企业绩效的影响研究[J].科研管理,2017,38(9):1-11.
[20]高太山,柳卸林.企业国际研发联盟是否有助于突破性创新?[J].科研管理,2016,37(1):48-57.
[21]Lavie D,Kang J,Rosenkopf L.Balance within and across domains:The performance implications of exploration and exploitation in alliances[J].Organization Science,2011,22(6):1517-1538.
[22]Phene A,Tallman S,Almeida P.When do acquisitions facilitate technological exploration and exploitation?[J].Journal of Management,2012,38(3):753-783.
[23]Andrevski G,Brass D J,Ferrier W J.Alliance portfolio configurations and competitive action frequency[J].Journal of Management,2013,20(10):1-27.
[24]高展军.战略网络结构对企业技术创新的影响研究[J].科学学研究,2006,124(3):474-478.
[25]Phelps C C,Heidl R A,Wadhwa A.Knowledge,networks,and knowledge networks:A review and research agenda[J].Journal of Management,2012,38(4):1115-1166.
[26]Everett M,Borgatti S P.Ego network betweenness[J].Social Networks,2005,27(1):31-38.
[27]Powell W W,Koput K W,Smith-Doerr L.Interorganizational collaboration and the locus of innovation:Networks of learning in biotechnology[J].Administrative Science Quarterly,1996,41(1):116-145.
[28]Tsai W P.Knowledge transfer in intraorganizational networks:Effects of network position and absorptive capacity on business unit innovation and performance[J].Academy of Management Journal,2001,44(5):996-1004.
[29]Dougherty D,Hardy C.Sustained product innovation in large,mature organizations:Overcoming innovation-to-organization problems[J].Academy of Management Journal,1996,39(5):1120-1153.
[30]Ibarra H.Network,centrality,power,and innovation involvement:Determinants of technical and administrative roles[J].Academy of Management Journal,1993,36(3):471-501.
[31]Ven A H V D.Central problems in the management of innovation[J].Management Science,1986,32(5):590-607.
[32]钱锡红,杨永福,徐万里.企业网络位置、吸收能力与创新绩效:一个交互效应模型[J].管理世界,2010(5):118-129.
[33]王晓娟.知识网络与企业竞争优势:浙江产业集群的经验研究[M].上海:上海社会科学院出版社,2009.
[34]Nooteboom B,Gilsing V A.Density and strength of ties in innovation networks:A competence and governance view[J].European Management Review,2004,2(3):179-197.
[35]汤超颖,黄冬玲.知识网络与创造力的国内外研究综述[J].科学学与科学技术管理,2016,37(3):43-49.
[36]Burt R S.Structural holes and good ideas[J].American Journal of Sociology,2004,110(2):349-399.
[37]Burt R S.Second hand brokerage:Evidence on the importance of local structure for managers,bankers,and analysts[J].Academy of Management Journal,2007,50(1):119-148.
[38]Granovetter M S.The strength of weak ties[J].Social Network,1973,78(6):1360-1380.
[39]Granovetter M S.Getting a Job:A Study of Contacts and Careers[M].Boston:Harvard University Press,1974.
[40]Ruan A J,Chen J.Does formal knowledge search depth benefit Chinese firms'innovation performance?Effects of network centrality,structural holes,and knowledge tacitness[J].Asian Journal of Technology Innovation,2017,25(4):1-19.
[41]Lucena A,Méndez-Durón R.Ambidexterity in networks:The effect of pooling knowledge from different network structures[J].SSRN Electronic Journal,2012,42(2):96.
[42]Dang X H,Sun Y L.Impact of technological innovation network position on network routines:Taking inter-organizational trust as a mediative variable[J].Science Research Management,2013,34(4):1-8.
[43]Datta A,Jessup L.Expanding opportunities in a shrinking world:A conceptual model explicating the role of social networks and internet-based virtual environments in social entrepreneurship[J].International Journal of Virtual Communities and Social Networking,2009,1(4):33-49.
[44]Freeman L C.A set of measures of centrality based on betweenness[J].Sociometry,1977,40(1):35-41.
[45]Freeman L C.The gatekeeper,pair-dependency,and structural centrality[J].Quality and Quantity,1990,14(4):585-592.
[46]Newman M E J.A measure of betweenness centrality based on random walks[J].Social Networks,2005,27(1):39-54.
[47]Yang H B.Behind acquisitions of alliance partners:Exploratory learning and network embeddedness[J].Academy of Management Journal,2011,54(5):1069-1080.
[48]O'Shea P R,Allen T J,Chevalier A,et al.Entrepreneurial orientation,technology transfer and spinoff performance of US universities[J].Research Policy,2005,34(7):994-1009.
[49]Scott J,Tallia A,Crosson J C,et al.Social network analysis as an analytic tool for interaction patterns in primary care practices[J].Annals of Family Medicine,2005,3(5):443-448.
[50]袁康,汤超颖,李美智,等.导师合著网络对博士生科研产出的影响[J].管理评论,2016,28(9):228-237.
[51]周涵婷,余晓,宋明顺.浙江省高校产学研协同创新网络结构特征分析[J].科研管理,2017,38(S1):164-170.
[52]Wang C,Rodan S,Fruin M,et al.Knowledge networks,collaboration networks,and exploratory innovation[J].Academy of Management Journal,2014,57(2):484-514.
[53]He Z L,Wong P K.Exploration vs exploitation:An empirical test of the ambidexterity hypothesis[J].Organization Science,2004,15(4):481-494.
[54]Gibson C B,Birkinshaw J.The antecedents,consequences,and mediating role of organizational ambidexterity[J].Academy of Management Journal,2004,47(2):209-226.
[55]Atuahene-Gima K.Resolving the capability:Rigidity paradox in new product innovation[J].Journal of Marketing,2005,69(4):61-83.
[56]Jansen J J P,Van Den Bosch F A J,Volberda H W.Exploratory innovation,exploitative innovation,and performance:Effects of organizational antecedents and environmental moderators[J].Management Science,2006,52(11):1661-1674.
[57]Rothaermel F T,Alexandre M T.Ambidexterity in technology sourcing:The moderating role of absorptive capacity[J].Organization Science,2009,20(4):759-780.
[58]Katila R,Ahuja G.Something old,something new:A longitudinal study of search behavior and new product introduction[J].Academy of Management Journal,2002,45(6):1183-1194.
[59]Guan J,Liu N.Invention profiles and uneven growth in the field of emerging nano-energy[J].Energy Policy,2015,76(1):146-157.
[60]Park H,Yoon J.Assessing coreness and intermediarity of technology sectors using patent co-classification analysis:The case of Korean national R&D[J].Scientometrics,2014,98(2):853-890.
[61]Gilsing V,Nooteboom B,Vanhaverbeke W,et al.Network embeddedness and the exploration of novel technologies:Technological distance,betweenness centrality and density[J].Research Policy,2008,37(10):1717-1731.
[62]Vanhaverbeke W,Beerkens B,Gilsing V,et al.Explorative and Exploitative Learnings Strategies in Technology-based Alliance Networks[R].Eindhoven:Technische Universiteit Eindhoven,2003.
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