新能源装备智造发展影响因素作用机理研究
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摘要
新能源装备智造发展对我国新能源的开发与利用,以及能源结构的低碳化具有重要的影响作用,已经受到国内外学者的一致关注。外部环境、企业能力、管理水平是影响新能源装备智造化发展的重要因素,在提出影响因素与智能制造间相关性假设的基础上,建立概念化模型,通过设计量表对影响因素进行测量,并运用结构方程模型对影响因素作用机理模型进行了实证检验。研究结果表明,外部环境对智能制造具有直接负向作用,同时通过正向影响企业能力对智能制造具有间接驱动作用;企业能力对智能制造具有显著正向作用;管理水平通过正向影响企业能力对智能制造具有间接驱动作用,应从外部环境、企业能力和管理水平三个方面采取积极措施促进我国新能源装备的智造发展。
At present, China is at the intersection of energy revolution and equipment manufacturing towards intelligent manufacturing. The energy revolution requires increasing the proportion of new energy in the energy structure to promote low-carbon energy structure, while the transformation from equipment manufacturing to intelligent manufacturing requires that China's equipment manufacturing be able to adapt to the development and changes of the environment and strive to improve enterprise capacity and management level. As a new energy equipment in front of equipment manufacturing development in China, its future intelligent manufacturing level will directly affect the development and utilization prospects of new energy in China, and then affect the low-carbon process of China's energy structure. The existing literature shows that the factors affecting the development of intelligent manufacturing include both external and internal factors. However, most of the previous research results are based on individual factors and lack of systematic and quantitative research. The mechanism of influencing factors on the development of intelligent manufacturing needs further study.This paper assumes that the external environment, enterprise capability, management level and intelligent manufacturing, as well as the external environment and enterprise capability are related. The external environment influences the intelligent development of new energy equipment from three aspects: policy environment, industrial cooperation and industry competition. External environment has a direct positive impact on smart manufacturing; enterprise capability variables are measured by innovation, integration, interconnection and other secondary variables, and the effect of enterprise capability on the development of smart manufacturing of new energy equipment is direct and positive; external environment has a direct positive impact on enterprise innovation capability, integration capability and interconnection capability, and has a direct positive impact on enterprise capability, thereby promoting new energy equipment intelligence. Manufacturing development; management level and enterprise capacity promote each other, which has a positive impact on enterprise capacity. In the process of promoting the development ofintelligent manufacturing of new energy equipment, it will also be enhanced. Management level has a direct and positive impact on enterprise capability, and then affects intelligent manufacturing.Before the formal issuance of large sample questionnaires, a small range of questionnaires were issued for predictive testing, and the reliability and validity of variables were preliminarily tested. The questionnaire was perfected according to the test results, which served as the basis of the formal questionnaire. The questionnaire consists of two parts. The first part is the basic information of the enterprise, including enterprise information, enterprise size and enterprise life. The second part is the main body of the questionnaire, including multiple measurement questions of each research variable. The subjects of the questionnaire were asked by Richter Five-Point Scale. In the pre-test stage, questionnaires are sent out by mail and e-mail, and in the empirical stage, questionnaires are sent out to leaders of new energy equipment manufacturing enterprises and scholars in the field ofintelligent manufacturing of new energy equipment. The validity rate of the questionnaire reached the general standard. In the measurement table part, the scale with good reliability and validity and high recognition in the relevant literature is cited. In this paper, Cronbachs Alpha coefficient method is used to test the reliability of the measurement scale, confirmatory factor analysis is used to test the validity of the survey data, and to judge the fitness of the model. The results show that the internal consistency and reliability of variables such as external environment, enterprise capability, management level and intelligent manufacturing are high, and the validity of these variables' structural models is good. On the basis of confirmatory factor analysis, the maximum likelihood method(ML) is used to validate the model design and related hypothesis of the influencing factors of the intelligent development of new energy equipment. In the process of empirical research, some items in the model are added to make the model pass the test.The empirical results show that the factors affecting the development ofintelligent manufacturing of new energy equipment mainly include external environment, enterprise capacity and management level. The empirical results show that the external environment, enterprise capability and management level are the main factors affecting the development of intelligent manufacturing of new energy equipment. The external environment and management level indirectly drive the development of intelligent manufacturing with enterprise capability as the intermediate variable. At the same time, the external environment has a direct impact on the development of intelligent manufacturing. Policy orientation puts forward the overall requirement for the development of enterprise capability. The upstream and downstream industrial cooperation can promote the communication between upstream and downstream enterprises in the process of intelligent manufacturing of new energy equipment, and has a direct impact on the enterprise capability. Industry competition forces enterprises to seek comparative advantages and makes the differences between enterprises. As can be seen from Figure 7, the external environment has a negative effect on the development ofintelligent manufacturing of new energy equipment. Some enterprises only rely on non-market-oriented means to occupy a monopoly position, or even illegal infringement to obtain profits, resulting in unfair industry competition; while some innovative enterprises are constrained by unfair industry competition, which makes it difficult to show their due innovative income, and the risk of intelligent development of new energy equipment and uncertain cycle factors make the effect of innovative investment obvious. There is a certain lag, which inhibits the endogenous power of the development of intelligent manufacturing of new energy equipment, leading to the new energy equipment manufacturing enterprises have no time to take into account its intelligent development. Enterprise capability can promote the development of intelligent manufacturing. New energy equipment manufacturing enterprises improve their technological innovation ability and strengthen core technology research and development, which plays an important role in promoting enterprises to take the path of innovation-driven development and achieve intelligent manufacturing. Digital integration can be used to design, analyze and optimize every link of production process, different levels, operation steps, production units, production lines and even the whole factory. It is the only way for new energy equipment manufacturing enterprises to realize intelligent manufacturing. New energy equipment manufacturing enterprises need to link up the upstream and downstream supply chains, information between supply and demand, internal products and equipment, people and equipment, so that information can be transferred independently in the industrial chain, and promote the transformation of enterprises from traditional manufacturing mode to intelligent manufacturing.The management level promotes the development of intelligent manufacturing by improving the ability of enterprises. From the point of view of the actual operation of the enterprise, the management level runs through the whole process of the enterprise industry chain, is the "soft power" of the enterprise, mainly plays a supporting and service role, but it is difficult to have a direct impact on the improvement of the enterprise capacity. The management level is more interacted with the external environment to promote the intelligent development of new energy equipment manufacturing enterprises. Information management can quickly collect information about external environment changes for decision-makers to make scientific decisions; organizational management can change organizational structure according to upstream and downstream industrial cooperation or industry competition to meet the development needs of new energy equipment manufacturing enterprises; process management can ensure that new energy equipment manufacturing enterprises maintain a gap in the process of cooperation with upstream and downstream enterprises. Smooth channel, avoid production problems caused by inappropriate coordination.According to the research conclusion of the mechanism of influencing factors, this paper puts forward the relevant policy suggestions from the following three aspects:From the perspective of the external environment of intelligent manufacturing development, the government decision-making departments should clarify the key points and policy orientation of intelligent manufacturing development of new energy equipment, and control the changing trend of influencing factors of intelligent manufacturing development of new energy equipment; industrial organizations should establish and provide some suggestions. Effective cooperation platform, technical and financial support, to ensure the development of new energy equipment smart manufacturing has a greater profit margin; relevant industry departments should guide enterprises to provide differentiated products and services in the process of smart manufacturing development. From the point of view of enhancing the enterprise's own ability, we should improve the ability of independent innovation by training and introducing talents, make technological prediction by scientific means, establish the main direction of technological innovation and implement innovation drive, break through the separation of ERP system and MES system, optimize the business process of each link of the existing industrial chain by using modern information technology, and improve the operation of the industrial chain. Efficiency: We should improve the level of interconnection, establish a rapid information collection and sharing mechanism, realize the dynamic matching of production and demand, and provide customized services for users on demand.From the aspect of improving enterprise management level, we should break the restriction of functional management structure, compress the internal information transmission chain and realize the rapid flow of information by reducing the hierarchical structure in the enterprise organization, establish a perfect information management system, scientifically manage and control the internal information transmission channel to ensure the timely and accurate transmission of information, and establish an effective management communication system. We should find out the contradictions of resource allocation in enterprises in time and take effective measures to solve them.
At present, China is at the intersection of energy revolution and equipment manufacturing towards intelligent manufacturing. The energy revolution requires increasing the proportion of new energy in the energy structure to promote low-carbon energy structure, while the transformation from equipment manufacturing to intelligent manufacturing requires that China's equipment manufacturing be able to adapt to the development and changes of the environment and strive to improve enterprise capacity and management level. As a new energy equipment in front of equipment manufacturing development in China, its future intelligent manufacturing level will directly affect the development and utilization prospects of new energy in China, and then affect the low-carbon process of China's energy structure. The existing literature shows that the factors affecting the development of intelligent manufacturing include both external and internal factors. However, most of the previous research results are based on individual factors and lack of systematic and quantitative research. The mechanism of influencing factors on the development of intelligent manufacturing needs further study.This paper assumes that the external environment, enterprise capability, management level and intelligent manufacturing, as well as the external environment and enterprise capability are related. The external environment influences the intelligent development of new energy equipment from three aspects: policy environment, industrial cooperation and industry competition. External environment has a direct positive impact on smart manufacturing; enterprise capability variables are measured by innovation, integration, interconnection and other secondary variables, and the effect of enterprise capability on the development of smart manufacturing of new energy equipment is direct and positive; external environment has a direct positive impact on enterprise innovation capability, integration capability and interconnection capability, and has a direct positive impact on enterprise capability, thereby promoting new energy equipment intelligence. Manufacturing development; management level and enterprise capacity promote each other, which has a positive impact on enterprise capacity. In the process of promoting the development ofintelligent manufacturing of new energy equipment, it will also be enhanced. Management level has a direct and positive impact on enterprise capability, and then affects intelligent manufacturing.Before the formal issuance of large sample questionnaires, a small range of questionnaires were issued for predictive testing, and the reliability and validity of variables were preliminarily tested. The questionnaire was perfected according to the test results, which served as the basis of the formal questionnaire. The questionnaire consists of two parts. The first part is the basic information of the enterprise, including enterprise information, enterprise size and enterprise life. The second part is the main body of the questionnaire, including multiple measurement questions of each research variable. The subjects of the questionnaire were asked by Richter Five-Point Scale. In the pre-test stage, questionnaires are sent out by mail and e-mail, and in the empirical stage, questionnaires are sent out to leaders of new energy equipment manufacturing enterprises and scholars in the field ofintelligent manufacturing of new energy equipment. The validity rate of the questionnaire reached the general standard. In the measurement table part, the scale with good reliability and validity and high recognition in the relevant literature is cited. In this paper, Cronbachs Alpha coefficient method is used to test the reliability of the measurement scale, confirmatory factor analysis is used to test the validity of the survey data, and to judge the fitness of the model. The results show that the internal consistency and reliability of variables such as external environment, enterprise capability, management level and intelligent manufacturing are high, and the validity of these variables' structural models is good. On the basis of confirmatory factor analysis, the maximum likelihood method(ML) is used to validate the model design and related hypothesis of the influencing factors of the intelligent development of new energy equipment. In the process of empirical research, some items in the model are added to make the model pass the test.The empirical results show that the factors affecting the development ofintelligent manufacturing of new energy equipment mainly include external environment, enterprise capacity and management level. The empirical results show that the external environment, enterprise capability and management level are the main factors affecting the development of intelligent manufacturing of new energy equipment. The external environment and management level indirectly drive the development of intelligent manufacturing with enterprise capability as the intermediate variable. At the same time, the external environment has a direct impact on the development of intelligent manufacturing. Policy orientation puts forward the overall requirement for the development of enterprise capability. The upstream and downstream industrial cooperation can promote the communication between upstream and downstream enterprises in the process of intelligent manufacturing of new energy equipment, and has a direct impact on the enterprise capability. Industry competition forces enterprises to seek comparative advantages and makes the differences between enterprises. As can be seen from Figure 7, the external environment has a negative effect on the development ofintelligent manufacturing of new energy equipment. Some enterprises only rely on non-market-oriented means to occupy a monopoly position, or even illegal infringement to obtain profits, resulting in unfair industry competition; while some innovative enterprises are constrained by unfair industry competition, which makes it difficult to show their due innovative income, and the risk of intelligent development of new energy equipment and uncertain cycle factors make the effect of innovative investment obvious. There is a certain lag, which inhibits the endogenous power of the development of intelligent manufacturing of new energy equipment, leading to the new energy equipment manufacturing enterprises have no time to take into account its intelligent development. Enterprise capability can promote the development of intelligent manufacturing. New energy equipment manufacturing enterprises improve their technological innovation ability and strengthen core technology research and development, which plays an important role in promoting enterprises to take the path of innovation-driven development and achieve intelligent manufacturing. Digital integration can be used to design, analyze and optimize every link of production process, different levels, operation steps, production units, production lines and even the whole factory. It is the only way for new energy equipment manufacturing enterprises to realize intelligent manufacturing. New energy equipment manufacturing enterprises need to link up the upstream and downstream supply chains, information between supply and demand, internal products and equipment, people and equipment, so that information can be transferred independently in the industrial chain, and promote the transformation of enterprises from traditional manufacturing mode to intelligent manufacturing.The management level promotes the development of intelligent manufacturing by improving the ability of enterprises. From the point of view of the actual operation of the enterprise, the management level runs through the whole process of the enterprise industry chain, is the "soft power" of the enterprise, mainly plays a supporting and service role, but it is difficult to have a direct impact on the improvement of the enterprise capacity. The management level is more interacted with the external environment to promote the intelligent development of new energy equipment manufacturing enterprises. Information management can quickly collect information about external environment changes for decision-makers to make scientific decisions; organizational management can change organizational structure according to upstream and downstream industrial cooperation or industry competition to meet the development needs of new energy equipment manufacturing enterprises; process management can ensure that new energy equipment manufacturing enterprises maintain a gap in the process of cooperation with upstream and downstream enterprises. Smooth channel, avoid production problems caused by inappropriate coordination.According to the research conclusion of the mechanism of influencing factors, this paper puts forward the relevant policy suggestions from the following three aspects:From the perspective of the external environment of intelligent manufacturing development, the government decision-making departments should clarify the key points and policy orientation of intelligent manufacturing development of new energy equipment, and control the changing trend of influencing factors of intelligent manufacturing development of new energy equipment; industrial organizations should establish and provide some suggestions. Effective cooperation platform, technical and financial support, to ensure the development of new energy equipment smart manufacturing has a greater profit margin; relevant industry departments should guide enterprises to provide differentiated products and services in the process of smart manufacturing development. From the point of view of enhancing the enterprise's own ability, we should improve the ability of independent innovation by training and introducing talents, make technological prediction by scientific means, establish the main direction of technological innovation and implement innovation drive, break through the separation of ERP system and MES system, optimize the business process of each link of the existing industrial chain by using modern information technology, and improve the operation of the industrial chain. Efficiency: We should improve the level of interconnection, establish a rapid information collection and sharing mechanism, realize the dynamic matching of production and demand, and provide customized services for users on demand.From the aspect of improving enterprise management level, we should break the restriction of functional management structure, compress the internal information transmission chain and realize the rapid flow of information by reducing the hierarchical structure in the enterprise organization, establish a perfect information management system, scientifically manage and control the internal information transmission channel to ensure the timely and accurate transmission of information, and establish an effective management communication system. We should find out the contradictions of resource allocation in enterprises in time and take effective measures to solve them.
引文
[1] 黄群慧,贺俊.“第三次工业革命”与中国经济发展战略调整——技术经济范式转变的视角[J].中国工业经济,2013(1):05-18.Huang Huiqun,He Jun.“The third industrial revolution” and the adjustment of China’s economic strategy—Transformation of the techno-economic paradigm [J].China Industrial Economics,2013(1):05-18.
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[5] 武咸云,陈艳,杨卫华.战略性新兴产业的政府补贴与企业R&D投入[J].科研管理,2016,37(5):19-23.Wu Xianyun,Chen Yan,Yang Weihua.A research on the effect of government subsidies on R&D investment of strategic emerging industries[J].Science Research Management,2016,37(5):19-23.
[6] 苏敬勤,崔淼.环境不确定性、能力基础与业务调整:理论与案例[J].科研管理,2011(2):106-113.Su Jingqin,Cui Miao.Environmental uncertainty,capcity bases and business adjustment:Theory and cases [J].Science Research Management,2011(2):106-113.
[7] 丁雪辰,柳卸林.大数据时代企业创新管理变革的分析框架[J].科研管理,2018(12):01-09.Ding Xuechen,Liu Xielin.The analytical framework for enterprise innovation management and transformation in the big data era[J].Science Research Management,2018(12):01-09.
[8] 胡赛全,詹正茂,刘霞等.什么决定企业产品创新:外部环境还是核心能力?[J].科学学研究,2012(12):1891-1899.Hu Saiquan,Zhan Zhengmao,Liu Xia,Li Lei.What determinate firm’s product innovativeness:External environment or core competence [J].Studies in Science of Science,2012(12):1891-1899.
[9] 杨记军,敖翔,吴敏.高新技术企业研发投入的阈值效应[J].科研管理,2018,39(6):85-95.Yang Jijun,Ao Xiang,Wu Min.Threshold effect of R&D investment in high-tech enterprises[J].Science Research Management,2018,39(6):85-95.
[10] Robert G.The effects of ability competence on organization environment:An empirical research[J].Journal of Applied Psychology,2013,3(17):541-558.
[11] 成力为,李翘楚.企业研发投入结构特征与经济增长模式——基于中国与主要国家企业研发数据的比较 [J].科学学研究,2017(5):700-708.Cheng Liwei,Li Qiaochu.The characteristics of firms’R&D investment structure and the pattern of economic growth —Based on the comparison of firm - level data in China and main countries [J].Studies in Science of Science,2017(5):700-708.
[12] Gosling J,Jia F,Gong Y,et al.The role of supply chain leadership in the learning of sustainable practice:Toward an integrated framework[J].Journal of Cleaner Production,2017,140:239-250.
[13] Lanjouw J O M A.Innovation and the international diffusion of environmentally responsive technology[J].Research Policy,1996,25(4):549-571.
[14] Maria B O S.Climate of competition,clusters and innovative performance[J].Scandinavian Journal of Management,2004,20(3):225-244.
[15] 傅家骥.技术经济学[M].北京:清华大学出版社,1998.Fu Jiaji.Technical economics [M].Beijing:Tsinghua University Press,1998.
[16] Tihanyi L,Johnson R A,Hoskisson R E,et al.Institutional ownership differences and international diversification:The effects of boards of directors and technological opportunity[J].Academy of Management Journal,2003,46(2):195-211.
[17] Egelhoff W G.Strategy and structure in multinational corporations:A revision of the stopford and wells model[J].Strategic Management Journal,1988,9(1):01-14.
[18] Govindarajan V,Fisher J.Strategy,control systems,and resource sharing:Effects on business-unit performance[J].Academy of Management Journal,1990,33(2):259-285.
[19] Piercy N F.Marketing implementation:The implications of marketing paradigm weakness for the strategy execution process[J].Journal of the Academy of Marketing Science,1998,26(3):222-236.
[20] Robert G.The effects of ability competence on organization environment:An empirical research[J].Journal of Applied Psychology,2013,3(17):541-558.
[21] Noble C H.The eclectic roots of strategy implementation research[J].Journal of Business Research,1999,45(2):119-134.
[22] Rapert M I,Velliquette A,Garretson J A.The strategic implementation process:Evoking strategic consensus through communication[J].Journal of Business Research,2002,55(4):301-310.
[2] Weyer S,Schmitt M,Ohmer M,et al.Towards industry 4.0 - Standardization as the crucial challenge for highly modular,multi-vendor production systems[J].IFAC-PapersOnLine,2015,48(3):579-584.
[3] 张青雷,徐欣,郑茂宽,明新国.新能源装备研发设计服务平台业务模式及技术框架研究[J].科技进步与对策,2015(10):09-13.Zhang Qinglei,Xu Xin,Zheng Maokuan,Ming Xinguo.Research on new energy equipment R&D service platform business mode and technical framework[J].Science & Technology Progress and Policy,2015(10):09-13.
[4] Monostori L,Kádár B,Bauernhansl T,et al.Cyber-physical systems in manufacturing[J].CIRP Annals - Manufacturing Technology.
[5] 武咸云,陈艳,杨卫华.战略性新兴产业的政府补贴与企业R&D投入[J].科研管理,2016,37(5):19-23.Wu Xianyun,Chen Yan,Yang Weihua.A research on the effect of government subsidies on R&D investment of strategic emerging industries[J].Science Research Management,2016,37(5):19-23.
[6] 苏敬勤,崔淼.环境不确定性、能力基础与业务调整:理论与案例[J].科研管理,2011(2):106-113.Su Jingqin,Cui Miao.Environmental uncertainty,capcity bases and business adjustment:Theory and cases [J].Science Research Management,2011(2):106-113.
[7] 丁雪辰,柳卸林.大数据时代企业创新管理变革的分析框架[J].科研管理,2018(12):01-09.Ding Xuechen,Liu Xielin.The analytical framework for enterprise innovation management and transformation in the big data era[J].Science Research Management,2018(12):01-09.
[8] 胡赛全,詹正茂,刘霞等.什么决定企业产品创新:外部环境还是核心能力?[J].科学学研究,2012(12):1891-1899.Hu Saiquan,Zhan Zhengmao,Liu Xia,Li Lei.What determinate firm’s product innovativeness:External environment or core competence [J].Studies in Science of Science,2012(12):1891-1899.
[9] 杨记军,敖翔,吴敏.高新技术企业研发投入的阈值效应[J].科研管理,2018,39(6):85-95.Yang Jijun,Ao Xiang,Wu Min.Threshold effect of R&D investment in high-tech enterprises[J].Science Research Management,2018,39(6):85-95.
[10] Robert G.The effects of ability competence on organization environment:An empirical research[J].Journal of Applied Psychology,2013,3(17):541-558.
[11] 成力为,李翘楚.企业研发投入结构特征与经济增长模式——基于中国与主要国家企业研发数据的比较 [J].科学学研究,2017(5):700-708.Cheng Liwei,Li Qiaochu.The characteristics of firms’R&D investment structure and the pattern of economic growth —Based on the comparison of firm - level data in China and main countries [J].Studies in Science of Science,2017(5):700-708.
[12] Gosling J,Jia F,Gong Y,et al.The role of supply chain leadership in the learning of sustainable practice:Toward an integrated framework[J].Journal of Cleaner Production,2017,140:239-250.
[13] Lanjouw J O M A.Innovation and the international diffusion of environmentally responsive technology[J].Research Policy,1996,25(4):549-571.
[14] Maria B O S.Climate of competition,clusters and innovative performance[J].Scandinavian Journal of Management,2004,20(3):225-244.
[15] 傅家骥.技术经济学[M].北京:清华大学出版社,1998.Fu Jiaji.Technical economics [M].Beijing:Tsinghua University Press,1998.
[16] Tihanyi L,Johnson R A,Hoskisson R E,et al.Institutional ownership differences and international diversification:The effects of boards of directors and technological opportunity[J].Academy of Management Journal,2003,46(2):195-211.
[17] Egelhoff W G.Strategy and structure in multinational corporations:A revision of the stopford and wells model[J].Strategic Management Journal,1988,9(1):01-14.
[18] Govindarajan V,Fisher J.Strategy,control systems,and resource sharing:Effects on business-unit performance[J].Academy of Management Journal,1990,33(2):259-285.
[19] Piercy N F.Marketing implementation:The implications of marketing paradigm weakness for the strategy execution process[J].Journal of the Academy of Marketing Science,1998,26(3):222-236.
[20] Robert G.The effects of ability competence on organization environment:An empirical research[J].Journal of Applied Psychology,2013,3(17):541-558.
[21] Noble C H.The eclectic roots of strategy implementation research[J].Journal of Business Research,1999,45(2):119-134.
[22] Rapert M I,Velliquette A,Garretson J A.The strategic implementation process:Evoking strategic consensus through communication[J].Journal of Business Research,2002,55(4):301-310.