网络异质性如何提升创新绩效?——基于设计驱动型创新解析视角的实证研究
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摘要
设计驱动型创新是一种通过预测社会文化发展趋势,赋予产品激进式的语言意义,从而获取竞争优势的全新创新模式,强调从开放式创新网络中集成创新要素。为此,本文基于网络理论、创新理论,构筑起"网络异质性——设计驱动型创新——创新绩效"的理论逻辑,通过面向制造企业的调查数据进行实证检验,结果表明:(1)设计驱动型创新是一个各类主体、知识的网络化过程,可由倾听、诠释、表达三个维度表示;(2)网络异质性促进企业创新绩效,并且知识异质性、伙伴异质性所起的作用有所差异;(3)提出并检验了设计驱动型创新在"网络异质性——创新绩效"之间的中介作用。
Design-driven innovation is a brand-new innovation model that acquiring competitive advantage by predicting trends of socio cultural development and endowing product with radical language meaning. Besides, it emphasis on integrating innovation elements from open innovation network. Based on above logic, this paper combines network and innovation theories and establishes a theoretical model of ‘network heterogeneity-design-driven innovation-innovation performance'. Data from manufacturing enterprises shows that,(1) design-driven innovation is a networking process of various stakeholders and knowledge, and can be constituted by listen, interpretation and expression;(2) network heterogeneity promotes innovation performance, specifically, knowledge heterogeneity and partner heterogeneity play different roles;(3) design-driven innovation acts as mediating role in the main effect of ‘network heterogeneity and innovation performance'.
Design-driven innovation is a brand-new innovation model that acquiring competitive advantage by predicting trends of socio cultural development and endowing product with radical language meaning. Besides, it emphasis on integrating innovation elements from open innovation network. Based on above logic, this paper combines network and innovation theories and establishes a theoretical model of ‘network heterogeneity-design-driven innovation-innovation performance'. Data from manufacturing enterprises shows that,(1) design-driven innovation is a networking process of various stakeholders and knowledge, and can be constituted by listen, interpretation and expression;(2) network heterogeneity promotes innovation performance, specifically, knowledge heterogeneity and partner heterogeneity play different roles;(3) design-driven innovation acts as mediating role in the main effect of ‘network heterogeneity and innovation performance'.
引文
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[19] Abecassis-Moedas C,Mahmoud-Jouini S B.Absorptive capacity and source-recipient complementarity in designing new products:An empirically derived framework[J].Journal of Product Innovation Management,2008,25(5):473-490.
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[21] Shalley C E,Gilson L L.What leaders need to know:A review of social and contextual factors that can foster or hinder creativity[J].The Leadership Quarterly,2004,15(1):33-53.
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[24] Candi M,Saemundsson R J.Exploring the relationship between aesthetic design as an element of new service development and performance[J].Journal of Product Innovation Management,2011,28(4):536-557.
[25] Swan K S,Kotabe M,Allred B B.Exploring robust design capabilities,their role in creating global products,and their relationship to firm performance[J].Journal of Product Innovation Management,2005,22(2):144-164.
[26] Hsu Y.Exploring design innovation and performance:The roles of issue related to design strategy[J].Journal of Engineering Design,2009,20(6):555-569.
[27] 薛捷.顾客感知视角下设计驱动力对创新的影响研究[J].科学学研究,2016,(7):1111-1120.
[28] Crossan M M,Apaydin M A multi-dimensional framework of organizational innovation:A systematic review of the literature[J].Journal of Management Studies,2010,47(6):1154-1191.
[29] Duysters G,Lokshin B.Determinants of alliance portfolio complexity and its effect on innovative performance of companies[J].Journal of Product Innovation Management,2011,28(4):570-585.
[30] Goerzen A,Beamish P W.The effect of alliance network diversity on multinational enterprise performance[J].Strategic Management Journal,2005,26(4):333-354.
[31] Duysters G,Heimeriks K H,Lokshin B,et al.Do firms learn to manage alliance portfolio diversity?The diversity-performance relationship and the moderating effects of experienceand capability[J].European Management Review,2012,9:139-152.
[32] Zhang Y,Li H,Li Y,et al.FDI spillovers in an emerging market:The role of foreign firms' country origin diversity and domestic firms' absorptive capacity[J].Strategic Management Journal,2010,31:969-989.
[33] Nonaka I.A Dynamic theory of organizational knowledge creation[J].Organization Science,1994,5(1):14-37.
[34] Nonaka I,von Krogh G,Voelpel S.Organizational knowledge creation theory:Evolutionary paths and future advances[J].Organization Studies,2006,27(8):1179-1208.
[35] Heeseok L,Byounggu C.Knowledge management enablers,processes,and organizational performance:An integrative view and empirical examination[J].Journal of Management Information Systems,2003,20(1):179-228.
[36] Schulze A,Hoegl M.Knowledge creation in new product development projects[J].Journal of Management,2006,32(2):210-236.
[37] Krüger J J,von Rhein K.Knowledge,profitability and exit of German car manufacturing firms[J].Economics of Innovation & New Technology,2009,18(2):107-122.
[38] Gulati R.Alliances and networks [J].Strategic Management Journal,1998,19(4):293-317.
[2] Farhana M,Bimenyimana E.Design driven innovation as a differentiation strategy - in the context of automotive industry[J].Journal of Technology Management & Innovation,2015,10(2):24-38.
[3] Verganti R.Design as brokering of languages:Innovation strategies in Italian firms[J].Design Management Journal,2003,(13):34-42.
[4] Reagans R,McEvily B.Network structure and knowledge transfer:The effects of cohesion and range[J].Administrative Science Quarterly,2003,48(2):240-267.
[5] Tortoriello M,McEvily B,Krackhardt D.Being a catalyst of innovation:The role of knowledge diversity and network closure[J].Organization Science,2015,26(2):423-438.
[6] 胡望斌,张玉利,杨俊.同质性还是异质性:创业导向对技术创业团队与新企业绩效关系的调节作用研究[J].管理世界,2014,(6):92-109,187,188.
[7] Rodan S,Galunic C.More than network structure:How knowledge heterogeneity influences managerial performance and innovativeness[J].Strategic Management Journal,2004,25(6):541-562.
[8] Granstrand O.Towards a theory of the technology-based firm[J].Research Policy,1998,27:465-489.
[9] Garcia-Vega M.Does technological diversification promote innovation?An empirical analysis for European firms[J].Research Policy,2006,35(2):230-246.
[10] Suzuki J,Kodama F.Technological diversity of persistent innovators in Japan:Two case studies of large Japanese firms[J].Research Policy,2004,33(3):531.
[11] Parkhe A.Interfirm diversity,organizational learning,and longevity in global strategic alliances[J].Journal of International Business Studies,1991,22(4):579-601.
[12] Lin H.Cross-sector alliances for corporate social responsibility partner heterogeneity moderates environmental strategy outcomes[J].Journal of Business Ethics,2012,110(2):219-229.
[13] Jiang R J,Tao Q T,Santoro M D.Alliance portfolio diversity and firm performance[J].Strategic Management Journal,2010,31(10):1136-1144.
[14] Berends H,Reymen I,Stulti?ns R G L,et al.External designers in product design processes of small manufacturing firms[J].Design Studies,2011,32(1):86-108.
[15] 徐蕾,倪嘉君.设计驱动型创新国内外研究述评与未来展望[J].科技进步与对策,2015,(20):155-160.
[16] Dell'Era C,Marchesi A,Verganti R,et al.Language mining:Analysis of the innovation of dominant product languages in design-intensive industries[J].European Journal of Innovation Management,2008,11(1):25-50.
[17] Verganti R.Design,meanings,and radical innovation:A metamodel and a research agenda[J].Journal of Product Innovation Management,2008,25(5):436-456.
[18] Verganti R,?berg ?.Interpreting and envisioning — a hermeneutic framework to look at radical innovation of meanings[J].Industrial Marketing Management,2013,42(1):86-95.
[19] Abecassis-Moedas C,Mahmoud-Jouini S B.Absorptive capacity and source-recipient complementarity in designing new products:An empirically derived framework[J].Journal of Product Innovation Management,2008,25(5):473-490.
[20] Vasudeva G,Anand J.Unpacking absorptive capacity:A study of knowledge utilization from alliance portfolios[J].Academy of Management Journal,2011,54(3):611-623.
[21] Shalley C E,Gilson L L.What leaders need to know:A review of social and contextual factors that can foster or hinder creativity[J].The Leadership Quarterly,2004,15(1):33-53.
[22] Audia P G,Goncalo J A.Past success and creativity over time:A study of inventors in the hard disk drive industry[J].Management Science,2007,53(1):1-15.
[23] Vassolo R S,Anand J,Folta T B.Non-additivity in portfolios of exploration activities:A real options-based analysis of equity alliances in biotechnology[J].Strategic Management Journal,2004,25(11):1045-1061.
[24] Candi M,Saemundsson R J.Exploring the relationship between aesthetic design as an element of new service development and performance[J].Journal of Product Innovation Management,2011,28(4):536-557.
[25] Swan K S,Kotabe M,Allred B B.Exploring robust design capabilities,their role in creating global products,and their relationship to firm performance[J].Journal of Product Innovation Management,2005,22(2):144-164.
[26] Hsu Y.Exploring design innovation and performance:The roles of issue related to design strategy[J].Journal of Engineering Design,2009,20(6):555-569.
[27] 薛捷.顾客感知视角下设计驱动力对创新的影响研究[J].科学学研究,2016,(7):1111-1120.
[28] Crossan M M,Apaydin M A multi-dimensional framework of organizational innovation:A systematic review of the literature[J].Journal of Management Studies,2010,47(6):1154-1191.
[29] Duysters G,Lokshin B.Determinants of alliance portfolio complexity and its effect on innovative performance of companies[J].Journal of Product Innovation Management,2011,28(4):570-585.
[30] Goerzen A,Beamish P W.The effect of alliance network diversity on multinational enterprise performance[J].Strategic Management Journal,2005,26(4):333-354.
[31] Duysters G,Heimeriks K H,Lokshin B,et al.Do firms learn to manage alliance portfolio diversity?The diversity-performance relationship and the moderating effects of experienceand capability[J].European Management Review,2012,9:139-152.
[32] Zhang Y,Li H,Li Y,et al.FDI spillovers in an emerging market:The role of foreign firms' country origin diversity and domestic firms' absorptive capacity[J].Strategic Management Journal,2010,31:969-989.
[33] Nonaka I.A Dynamic theory of organizational knowledge creation[J].Organization Science,1994,5(1):14-37.
[34] Nonaka I,von Krogh G,Voelpel S.Organizational knowledge creation theory:Evolutionary paths and future advances[J].Organization Studies,2006,27(8):1179-1208.
[35] Heeseok L,Byounggu C.Knowledge management enablers,processes,and organizational performance:An integrative view and empirical examination[J].Journal of Management Information Systems,2003,20(1):179-228.
[36] Schulze A,Hoegl M.Knowledge creation in new product development projects[J].Journal of Management,2006,32(2):210-236.
[37] Krüger J J,von Rhein K.Knowledge,profitability and exit of German car manufacturing firms[J].Economics of Innovation & New Technology,2009,18(2):107-122.
[38] Gulati R.Alliances and networks [J].Strategic Management Journal,1998,19(4):293-317.