专业服务业创新独占性机制及其作用机理
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摘要
服务创新是专业服务业生存和发展的基础,由于其创新产出的可模仿性和难以保护性,导致专业服务业的创新动力不足,在我国弱产权保护体制下,专业服务业创新面临更严峻的挑战。基于对专业服务业创新独占性机制的探索性案例研究得出三个主要结论:(1)专业服务业创新独占性机制是专业服务企业避免创新被模仿,保护和占有自己创新活动回报的行为总和,同时包含"防御型"策略内部隔离和产权保护,以及"进攻型"策略顾客锚定三种微观机制,且以"进攻型"策略为主,"防御型"策略为辅。(2)专业服务业创新保护的目的以获取持续收益为主,阻止模仿为辅。(3)内部隔离、产权保护和顾客锚定在阻止模仿和持续收益均存在不同程度的积极效应。
Service innovation is the basis for the survival of professional service sectors. However,as the innovative service is often imitable,professional service firms are facing severe challenges of imitation,especially under weak appropriability regime in China. To explore the appropriability mechanisms in professional service sector,this paper conducts exploratory case study and draws three conclusions based on the grounded theory:( 1) appropriability mechanism in professional service sector is defined as the means for professional service firms to prevent imitation,protect both innovation itself and the increased rents due to innovation activities. Three endogenous mechanisms are property protection,internal isolation and customer anchored,constituting two different appropriability strategies,as the former two for defensive strategy and the latter one for aggressive strategy. Besides,the aggressive strategy is more emphasized.( 2) Appropriability mechanisms are more focused on increasing appropriability revenue rather than reducing imitation.( 3) The three appropriability mechanisms have different positive effects on reducing imitation and increasing appropriability revenue.
Service innovation is the basis for the survival of professional service sectors. However,as the innovative service is often imitable,professional service firms are facing severe challenges of imitation,especially under weak appropriability regime in China. To explore the appropriability mechanisms in professional service sector,this paper conducts exploratory case study and draws three conclusions based on the grounded theory:( 1) appropriability mechanism in professional service sector is defined as the means for professional service firms to prevent imitation,protect both innovation itself and the increased rents due to innovation activities. Three endogenous mechanisms are property protection,internal isolation and customer anchored,constituting two different appropriability strategies,as the former two for defensive strategy and the latter one for aggressive strategy. Besides,the aggressive strategy is more emphasized.( 2) Appropriability mechanisms are more focused on increasing appropriability revenue rather than reducing imitation.( 3) The three appropriability mechanisms have different positive effects on reducing imitation and increasing appropriability revenue.
引文
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[23]Dolfsma W.Appropriability,services and reputation[J].Technology Analysis&Strategic Management,2011,23(8):919-930.
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[25]Jonsson S,Regnér P.Normative barriers to imitation:social complexity of core competences in a mutual fund industry[J].Strategic Management Journal,2009,30(5):517-536.
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[2]Hopenhayn H,Mitchell M.Optimal patent policy with recurrent innovators[J].Matthew F Mitchell.2010.
[3]Hanel P.Intellectual property rights business management practices:A survey of the literature[J].Technovation,2006,26(8):895-931.
[4]Mazzoleni R,Nelson R R.The benefits and costs of strong patent protection:A contribution to the current debate[J].Research Policy,1998,27(3):273-284.
[5]Teece D J.Reflections on‘profiting from innovation’[J].Research Policy,2006,35(8):1131-1146.
[6]Pisano G.Profiting from innovation and the intellectual property revolution[J].Research Policy,2006,35(8):1122-1130.
[7]Harabi N M.Appropriability of Technical Innovations:An Empirical Analysis[C].1994.
[8]Levin R C,Klevorick A K,Nelson R R,et al.Appropriating the returns from industrial research and development[J].Brookings Papers on Economic Activity,1987,1987(3):783-831.
[9]Ahuja G.When Atlas shrugged:Preemption,Complexity and Division of Labor in a Theory of Appropriability[C].2003.
[10]Kultti K,Takalo T,Toikka J.Secrecy versus patenting[J].The RAND Journal of Economics,2007,38(1):22-42.
[11]Byma J,Leiponen A.Can't block,must run:Small firms and appropriability[R].ETLA Discussion Paper,Research Institute of the Finnish Economy(ETLA),2006.
[12]Amara N,Landry R,TraoréN.Managing the protection of innovations in knowledge-intensive business services[J].Research Policy,2008,37(9):1530-1547.
[13]Miozzo M,Desyllas P,Lee H F,et al.Innovation collaboration and appropriability by knowledge-intensive business services firms[J].Research Policy,2016,45(7):1337-1351.
[14]Hipp C B,Herstatt C.Patterns of innovation and protection activities within service companies:Results from a German study on service-intensive companies[R].Working Papers/Technologie-und Innovationsmanagement,Technische University Hamburg-Harburg,2006.
[15]Birk F.The use of intellectual property rights among Nordic service companies[J].Nordic Innovation Centre,Oslo,2006.
[16]López L E,Roberts E B.First-mover advantages in regimes of weak appropriability:The case of financial services innovations[J].Journal of Business Research,2002,55(12):997-1005.
[17]周寄中,赵远亮,叶治明.技术创新与知识产权联动[M].科学出版社,2009.
[18]Eisenhardt K M,Graebner M E.Theory building from cases:Opportunities and challenges[J].Academy of Management Journal,2007,50(1):25-32.
[19]Maxwell J A.Qualitative Research Design:An Interactive Approach:An Interactive Approach[M].Sage,2012.
[20]Norman P M.Are your secrets safe?Knowledge protection in strategic alliances[J].Business Horizons,2001,44(6):51-60.
[21]Pllysaho S,Kuusisto J.Informal ways to protect intellectual property(IP)in KIBS businesses[J].Innovation,2011,13(1):62-76.
[22]Gómez J,Maícas J P.Do switching costs mediate the relationship between entry timing and performance?[J].Strategic Management Journal,2011,32(12):1251-1269.
[23]Dolfsma W.Appropriability,services and reputation[J].Technology Analysis&Strategic Management,2011,23(8):919-930.
[24]Hurmelinna P,Kylheiko K,Jauhiainen T.The Janus face of the appropriability regime in the protection of innovations:Theoretical re-appraisal and empirical analysis[J].Technovation,2007,27(3):133-144.
[25]Jonsson S,Regnér P.Normative barriers to imitation:social complexity of core competences in a mutual fund industry[J].Strategic Management Journal,2009,30(5):517-536.
[26]Miles I,Andersen B,Boden M,et al.Service production and intellectual property[J].International Journal of Services Technology and Management,2000,1(1):37-57.