后发企业网络节点与组织学习平衡模式的演化
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摘要
开放式环境下,后发企业如何更好地嵌入全球价值网络成为重要的战略议题。本研究通过对3家成功向技术前沿转型的纵向案例分析,揭示了后发企业通过构建创新网络进行技术追赶过程中企业内部知识基、网络异质性节点以及组织学习平衡模式的演化,结论显示:(1)基于内部知识基宽度和深度,区别于以往从简单知识基到复杂知识基的路径,后发企业会战略性地选择不同的知识基发展路径;(2)网络节点布局随着知识基的发展呈现相应的变化;(3)在组织内部利用式学习基础上,组织学习平衡模式逐步从组织内部的双元型过渡到内外部结合的双元型。
It is an important strategic issue for latecomers to better embed in the global value network in the open environment.Through the longitudinal case study of 3 latecomer firms which have transformed to frontiers,this study reveals the evolution of in-house knowledge base,network nodes and organization learning balance modes during the innovation network building of catch-up process. This study reveals that depending on the knowledge base breadth and depth,firms do not merely develop from simple to complex knowledge base as previous study states,while strategically select different knowledge base development path during the technology catch-up process. Secondly,the network nodes allocation will change according to the development of knowledge base. Thirdly,based on the exploitive learning inside,the organization learning balance mode will change from ambidexterity inside to ambidexterity both inside and outside.
It is an important strategic issue for latecomers to better embed in the global value network in the open environment.Through the longitudinal case study of 3 latecomer firms which have transformed to frontiers,this study reveals the evolution of in-house knowledge base,network nodes and organization learning balance modes during the innovation network building of catch-up process. This study reveals that depending on the knowledge base breadth and depth,firms do not merely develop from simple to complex knowledge base as previous study states,while strategically select different knowledge base development path during the technology catch-up process. Secondly,the network nodes allocation will change according to the development of knowledge base. Thirdly,based on the exploitive learning inside,the organization learning balance mode will change from ambidexterity inside to ambidexterity both inside and outside.
引文
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[2]郑胜华,池仁勇.核心企业合作能力、创新网络与产业协同演化机理研究[J].科研管理,2017,38(6):28-42.Zheng Shenghua,Chi Renyong. A research on the collaborative capability,innovation network and industrial co-evolution mechanism of core firms[J]. Science Research Management,2017,38(6):28-42.
[3]刘洋,魏江,江诗松.后发企业如何进行创新追赶?——研发网络边界拓展的视角[J].管理世界,2013(3):96-110.Liu Yang,Wei Jiang,Jiang Shisong. How do the latecomer firms catch up in innoation? From the perspective of the boundary expanding in R&D[J]. Management World,2013(3):96-110.
[4]王飞.生物医药创新网络演化机理研究——以上海张江为例[J].科研管理,2012,33(2):48-54.Wang Fei. The evolution of biopharmaceutical innovation network—A case study on Zhangjiang[J]. Science Research Management,2012,33(2):48-54.
[5]魏江,邬爱其,彭雪蓉.中国战略管理研究:情境问题与理论前沿[J].管理世界,2014(12):167-171.Wei Jiang,Wu Aiqi,Peng Xuerong. Strategic management study of China:Contextual problems and theory frontier[J].Management World,2014(12):167-171.
[6]蔡宁,潘松挺.网络关系强度与企业技术创新模式的耦合性及其协同演化——以海正药业技术创新网络为例[J].中国工业经济,2008(4):137-144.Cai Ning,Pan Songting. The coupling relationship and synchrony evolving between strength of network tie and mode of innovation[J]. China Industrial Economics,2008(4):137-144.
[7]彭新敏,吴晓波,吴东.基于二次创新动态过程的企业网络与组织学习平衡模式演化——海天1971~2010年纵向案例研究[J].管理世界,2011(4):138-149.Peng Xinmin,Wu Xiaobo,Wu Dong. The evolution of enterprise networks based on the dynamic process of the second innovation and the evolution of the balance model of the organizational learning—A case study on Haitian in 1971-2010[J]. Management World,2011(4):138-149.
[8] Phelps,C. C. A longitudinal study of the influence of alliance network structure and composition on firm exploratory innovation[J]. Academy of Management Journal,2010,53(4):890-913.
[9] Gupta,A. K.,Smith,K. G.,Shalley,C. E. The interplay between exploration and exploitation[J]. Academy of Management Journal,2006,49(4):693-706.
[10] Lavie,D.,Rosenkopf,L. Balancing exploration and exploitation in alliance formation[J]. Academy of Management Journal,2006,49(4):797-818.
[11] 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.
[12] Vermeulen,F.,Barkema,H. Learning through acquisitions[J]. Academy of Management Journal,2001,44(3):457-476.
[13] Finkelstein,S. The effects of strategic and market complementarity on acquisition performance:Evidence from the US commercial banking industry,1989-2001[J]. Strategic Management Journal,2009,30(6):617-646.
[14] Stettner,U.,Lavie,D. Ambidexterity under scrutiny:Exploration and exploitation via internal organization,alliances,and acquisitions[J]. Strategic Management Journal,2014,35:1903-1929.
[15] Dutrénit,G. Building technological capabilities in latecomer firms:A review essay[J]. Science Technology&Society,2004,9(2):209-241.
[16] Eisenhardt,K. M. Building theories from case study research[J]. Academy of Management Review,1989,14(4):532-550.
[17] Glaser,B. G.,Strauss,A. L. The discovery of grounded theory:Strategies for qualitative research[M]. Transaction Publishers,2009.
[18] Pettigrew,A. M. Longitudinal field research on change:Theory and practice[J]. Organization Science,1990,1(3):267-292.
[19] Yin R K. Case study research:Design and methods 5ed[M].Blackwell Science Ltd,2013.
[20] Patton M Q. How to use qualitative methods in evaluation[M]. Sage Publications,1987.
[21]刘洋,魏江,应瑛.组织二元性:管理研究的一种新范式[J].浙江大学学报(人文社会科学版),2011,41(6):132-142.Liu Yang,Wei Jiang,Ying Ying. Organizational ambidexterity:A new paradigm for management research[J]. Journal of Zhejiang University(Humanities and Social Science),2011,41(6):132-142.
[22] Peng,X.-m.,Wu,D. Tie diversity,ambidexterity and upgrading of the latecomer firm in global production networks:Evidence from China’s plastic equipment industry[J]. Chinese Management Studies,2013,7(2):310-327.
[23]陈文婕,曾德明,邹思明.全球低碳汽车技术合作创新网络演化路径研究[J].科研管理,2016,37(8):28-36.Chen Wenjie,Zeng Deming,Zou Siming. A study of the evolutionary path of collaborative innovation network for lowcarbon vehicle technology[J]. Science Research Management,2016,37(8):28-36.
[24] Miller,D. J.,Fern,M. J.,Cardinal,L. B. The use of knowledge for technological innovation within diversified firms[J]. Academy of Management Journal,2007,50(2):307-325.
[25] Kapoor,R.,Mc Grath,P. J. Unmasking the interplay between technology evolution and R&D collaboration:Evidence from the global semiconductor manufacturing industry,1990-2010[J]. Research Policy,2014,43(3):555-569.
(1)浙江银轮机械集团有限公司前身为天台机械厂,成立于1958年,主要生产、销售农业机械,于1980年首次试制成功银焊机油冷却器后开始进入热交换器行业,因此本研究主要探讨其1980年进入热交换器行业后的技术追赶过程。
[2]郑胜华,池仁勇.核心企业合作能力、创新网络与产业协同演化机理研究[J].科研管理,2017,38(6):28-42.Zheng Shenghua,Chi Renyong. A research on the collaborative capability,innovation network and industrial co-evolution mechanism of core firms[J]. Science Research Management,2017,38(6):28-42.
[3]刘洋,魏江,江诗松.后发企业如何进行创新追赶?——研发网络边界拓展的视角[J].管理世界,2013(3):96-110.Liu Yang,Wei Jiang,Jiang Shisong. How do the latecomer firms catch up in innoation? From the perspective of the boundary expanding in R&D[J]. Management World,2013(3):96-110.
[4]王飞.生物医药创新网络演化机理研究——以上海张江为例[J].科研管理,2012,33(2):48-54.Wang Fei. The evolution of biopharmaceutical innovation network—A case study on Zhangjiang[J]. Science Research Management,2012,33(2):48-54.
[5]魏江,邬爱其,彭雪蓉.中国战略管理研究:情境问题与理论前沿[J].管理世界,2014(12):167-171.Wei Jiang,Wu Aiqi,Peng Xuerong. Strategic management study of China:Contextual problems and theory frontier[J].Management World,2014(12):167-171.
[6]蔡宁,潘松挺.网络关系强度与企业技术创新模式的耦合性及其协同演化——以海正药业技术创新网络为例[J].中国工业经济,2008(4):137-144.Cai Ning,Pan Songting. The coupling relationship and synchrony evolving between strength of network tie and mode of innovation[J]. China Industrial Economics,2008(4):137-144.
[7]彭新敏,吴晓波,吴东.基于二次创新动态过程的企业网络与组织学习平衡模式演化——海天1971~2010年纵向案例研究[J].管理世界,2011(4):138-149.Peng Xinmin,Wu Xiaobo,Wu Dong. The evolution of enterprise networks based on the dynamic process of the second innovation and the evolution of the balance model of the organizational learning—A case study on Haitian in 1971-2010[J]. Management World,2011(4):138-149.
[8] Phelps,C. C. A longitudinal study of the influence of alliance network structure and composition on firm exploratory innovation[J]. Academy of Management Journal,2010,53(4):890-913.
[9] Gupta,A. K.,Smith,K. G.,Shalley,C. E. The interplay between exploration and exploitation[J]. Academy of Management Journal,2006,49(4):693-706.
[10] Lavie,D.,Rosenkopf,L. Balancing exploration and exploitation in alliance formation[J]. Academy of Management Journal,2006,49(4):797-818.
[11] 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.
[12] Vermeulen,F.,Barkema,H. Learning through acquisitions[J]. Academy of Management Journal,2001,44(3):457-476.
[13] Finkelstein,S. The effects of strategic and market complementarity on acquisition performance:Evidence from the US commercial banking industry,1989-2001[J]. Strategic Management Journal,2009,30(6):617-646.
[14] Stettner,U.,Lavie,D. Ambidexterity under scrutiny:Exploration and exploitation via internal organization,alliances,and acquisitions[J]. Strategic Management Journal,2014,35:1903-1929.
[15] Dutrénit,G. Building technological capabilities in latecomer firms:A review essay[J]. Science Technology&Society,2004,9(2):209-241.
[16] Eisenhardt,K. M. Building theories from case study research[J]. Academy of Management Review,1989,14(4):532-550.
[17] Glaser,B. G.,Strauss,A. L. The discovery of grounded theory:Strategies for qualitative research[M]. Transaction Publishers,2009.
[18] Pettigrew,A. M. Longitudinal field research on change:Theory and practice[J]. Organization Science,1990,1(3):267-292.
[19] Yin R K. Case study research:Design and methods 5ed[M].Blackwell Science Ltd,2013.
[20] Patton M Q. How to use qualitative methods in evaluation[M]. Sage Publications,1987.
[21]刘洋,魏江,应瑛.组织二元性:管理研究的一种新范式[J].浙江大学学报(人文社会科学版),2011,41(6):132-142.Liu Yang,Wei Jiang,Ying Ying. Organizational ambidexterity:A new paradigm for management research[J]. Journal of Zhejiang University(Humanities and Social Science),2011,41(6):132-142.
[22] Peng,X.-m.,Wu,D. Tie diversity,ambidexterity and upgrading of the latecomer firm in global production networks:Evidence from China’s plastic equipment industry[J]. Chinese Management Studies,2013,7(2):310-327.
[23]陈文婕,曾德明,邹思明.全球低碳汽车技术合作创新网络演化路径研究[J].科研管理,2016,37(8):28-36.Chen Wenjie,Zeng Deming,Zou Siming. A study of the evolutionary path of collaborative innovation network for lowcarbon vehicle technology[J]. Science Research Management,2016,37(8):28-36.
[24] Miller,D. J.,Fern,M. J.,Cardinal,L. B. The use of knowledge for technological innovation within diversified firms[J]. Academy of Management Journal,2007,50(2):307-325.
[25] Kapoor,R.,Mc Grath,P. J. Unmasking the interplay between technology evolution and R&D collaboration:Evidence from the global semiconductor manufacturing industry,1990-2010[J]. Research Policy,2014,43(3):555-569.
(1)浙江银轮机械集团有限公司前身为天台机械厂,成立于1958年,主要生产、销售农业机械,于1980年首次试制成功银焊机油冷却器后开始进入热交换器行业,因此本研究主要探讨其1980年进入热交换器行业后的技术追赶过程。
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