链内攀升与跨链嵌入:EMS企业动态能力协同演化——基于Sanmina公司的纵向案例研究
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摘要
动态能力演化是组织与环境的互动匹配过程,注重从微观层面分析动态能力产生与演变机制的现有研究,忽视了动态能力在全球价值链升级的宏观环境中不断演化的事实;而基于GVC治理范式的全球价值链升级研究则相对忽略了企业层面能力形成、开发的内生互动过程。本文通过对Sanmina公司的案例研究,揭示了全球价值链升级与重构过程中企业动态能力协同演化的内在机制,并进一步细致刻画了升级不同阶段中动态能力的阶跃过程。研究发现:全球价值链升级过程经历链内右端攀升、链内左端攀升与跨链嵌入升级三个阶段,其分别对应不同阶层的动态能力;动态能力演化是动态能力的阶跃过程,从一阶动态能力阶跃至二阶动态能力,再由二阶动态能力阶跃至三阶动态能力。EMS企业全球价值链升级的背后是一个动态能力协同演化的过程,即动态能力的阶跃支撑了EMS企业的全球价值链链内攀升与跨链嵌入活动,而后者又为企业动态能力的阶跃提供了机会与资源基础。
The evolution of dynamic capabilities is an interactive matching process between organization and environment. However,existing researches explore the generation and evolution mechanism of dynamic capabilities mainly from the micro level,ignoring the fact that dynamic capabilities are constantly evolving in the macro environment of global value chain upgrading; and global value chain upgrade researches based on GVC Governance Paradigm relatively neglect the endogenous dynamic process of capability formation and development at the firm level. Through the case study of Sanmina,this paper reveals the internal mechanism of the co-evolution of EMS firm's dynamic capabilities in the process of global value chain upgrading and reconstruction,and further elaborates the step-change process of the dynamic capabilities upgrading in different stages. Our study finds that the process of global value chain upgrading passes through three stages: the right intra-chain climbing,the left intra-chain climbing and the cross-chain embedding,which respectively correspond to different levels of dynamic capabilities. The evolution of dynamic capabilities is a stepping process of dynamic capabilities:from the first-order dynamic capability step to the second-order dynamic capability,and then step to the third-order dynamic capability.Behind the global value chain upgrade of EMS firm is a co-evolutional process of dynamic capabilities,that is,the dynamic capabilities step-change and upgrading supports the EMS firm's global value chain climbing and cross-chain embedded activities,while the latter provide opportunities and resource bases for the evolution and upgrading of dynamic capabilities.
The evolution of dynamic capabilities is an interactive matching process between organization and environment. However,existing researches explore the generation and evolution mechanism of dynamic capabilities mainly from the micro level,ignoring the fact that dynamic capabilities are constantly evolving in the macro environment of global value chain upgrading; and global value chain upgrade researches based on GVC Governance Paradigm relatively neglect the endogenous dynamic process of capability formation and development at the firm level. Through the case study of Sanmina,this paper reveals the internal mechanism of the co-evolution of EMS firm's dynamic capabilities in the process of global value chain upgrading and reconstruction,and further elaborates the step-change process of the dynamic capabilities upgrading in different stages. Our study finds that the process of global value chain upgrading passes through three stages: the right intra-chain climbing,the left intra-chain climbing and the cross-chain embedding,which respectively correspond to different levels of dynamic capabilities. The evolution of dynamic capabilities is a stepping process of dynamic capabilities:from the first-order dynamic capability step to the second-order dynamic capability,and then step to the third-order dynamic capability.Behind the global value chain upgrade of EMS firm is a co-evolutional process of dynamic capabilities,that is,the dynamic capabilities step-change and upgrading supports the EMS firm's global value chain climbing and cross-chain embedded activities,while the latter provide opportunities and resource bases for the evolution and upgrading of dynamic capabilities.
引文
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[9]Cano-Kollmann M.,Cantwell J.,Hannigan T.J.,et al.Knowledge Connectivity:An Agenda for Innovation Research in International Business[J].Journal of International Business Studies,2016,47(3):255-262
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[17]Eisenhardt K.M.,Martin J.A.Dynamic Capabilities:What Are They?[J].Strategic Management Journal,2000,21(10-11):1105-1121
[18]Winter S.G.Understanding Dynamic Capabilities[J].Strategic Management Journal,2003,24(10):991-995
[19]Teece D.J.Explicating Dynamic Capabilities:The Nature and Microfoundations of(Sustainable)Enterprise Performance[J].Strategic Management Journal,2007,28(13):1319-1350
[20]O’Reilly C.A.,Tushman M.L.Ambidexterity as a Dynamic Capability:Resolving the Innovator’s Dilemma[J].Research in Organizational Behavior,2008,28:185-206
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[23]Peteraf M.,Di Stefano G.,Verona G.The Elephant in the Room of Dynamic Capabilities:Bringing Two Diverging Conversations Together[J].Strategic Management Journal,2013,34(12):1389-1410
[24]Danneels E.Survey Measures of First-and Second-Order Competences[J].Strategic Management Journal,2016,37(10):2174-2188
[25]Cepeda G.,Vera D.Capabilities and Operational Capabilities:A Knowledge Management Perspective[J].Journal of Business Research,2007,60(5):426-437
[26]Wang C.L.,Ahmed P.K.Dynamic Capabilities:A Review and Research Agenda[J].International Journal of Management Reviews,2007,9(1):31-51
[27]苏敬勤,刘静.复杂产品系统制造企业的动态能力演化:一个纵向案例研究[J].科研管理,2013,34(8):58-67
[28]Magnani G.,Zucchella A.,Strange R.The Dynamics of Outsourcing Relationships in Global Value Chains:Perspectives from MNEs and Their Suppliers[J/OL].Journal of Business Research,https://www.researchgate.net/publication/322358154,2018
[29]Kay N.M.,Leih S.,Teece D.J.The Role of Emergence in Dynamic Capabilities:A Restatement of the Framework and Some Possibilities for Future Research[J].Industrial and Corporate Change,2018,27(4):623-638
[30]Gavetti G.Cognition and Hierarchy:Rethinking the Microfoundations of Capabilities’Development[J].Organization Science,2005,16(6):599-617
[31]Dixon S.,Meyer K.,Day M.Building Dynamic Capabilities of Adaptation and Innovation:A Study of Micro-foundations in a Transition Economy[J].Long Range Planning,2014,47(4):186-205
[32]Helfat C.E.,Peteraf M.A.Managerial Cognitive Capabilities and the Microfoundations of Dynamic Capabilities[J].Strategic Management Journal,2015,36(6):831-850
[33]Kor Y.Y.,Mesko A.Dynamic Managerial Capabilities:Configuration and Orchestration of Top Executives’Capabilities and the Firm’s Dominant Logic[J].Strategic Management Journal,2013,34(2):233-244
[34]Schilke O.On the Contingent Value of Dynamic Capabilities for Competitive Advantage:The Nonlinear Moderating Effect of Environmental Dynamism[J].Strategic Management Journal,2014,35(2):179-203
[35]Girod S.J.G.,Whittington R.Reconfiguration,Restructuring and Firm Performance:Dynamic Capabilities and Environmental Dynamism[J].Strategic Management Journal,2017,38(5):1121-1133
[36]Dong X.,Yu Y.,Zhang N.Evolution and Coevolution:Dynamic Knowledge Capability Building for Catching-up in Emerging Economies[J].Management and Organization Review,2016,12(4):717-745
[37]李善同,何建武,刘云中.全球价值链视角下中国国内价值链分工测算研究[J].管理评论,2018,30(5):9-18
[38]Yin R.K.Case Study Research:Design and Methods[M].Los Angeles:Sage Publications,2009
[39]Eisenhardt K.M.Building Theories from Case Study Research[J].Academy of Management Review,1989,14(4):532-550
[40]马述忠,张洪胜,王笑笑.融资约束与全球价值链地位提升---来自中国加工贸易企业的理论与证据[J].中国社会科学,2017,(1):83-107
[41]吕越,高媛,田展源.全球价值链嵌入可以缓解企业的融资约束吗?[J].产业经济研究,2018,(1):1-14
[2]Gereffi G.International Trade and Industrial Upgrading in the Apparel Commodity Chain[J].Journal of Inter-national Economics,1999,48(1):37-70
[3]Humphrey J.,Schmitz H.How Does Insertion in Global Value Chains Affect Upgrading in Industrial Clusters?[J].Regional Studies,2002,36(9):1017-1027
[4]蒋雪梅,刘轶芳.全球价值链视角下的中、美高新技术产业出口效益及环境效应分析[J].管理评论,2018,30(5):58-63
[5]Kano L.Global Value Chain Governance:A Relational Perspective[J].Journal of International Business Studies,2018,49(6):684-705
[6]Morrison A.,Pietrobelli C.,Rabellotti R.Global Value Chains and Technological Capabilities:A Framework to Study Learning and Innovation in Developing Countries[J].Oxford Development Studies,2008,36(1):39-58
[7]Sinkovics N.Supplier Strategies and Routines for Capability Development:Implications for Upgrading[J/OL].Journal of International Management,https://www.researchgate.net/publication/325085968,2018
[8]Keijser C.,Iizuka M.Looking Beyond Global Value Chains in Capacity Development:The Case of the IT-Enabled Service(ITES)Sector in South Africa[J].The European Journal of Development Research,2018,30(3):442-461
[9]Cano-Kollmann M.,Cantwell J.,Hannigan T.J.,et al.Knowledge Connectivity:An Agenda for Innovation Research in International Business[J].Journal of International Business Studies,2016,47(3):255-262
[10]Koza M.,Tallman S.,Ataay A.The Strategic Assembly of Global Firms:A Microstructural Analysis of Local Learning and Global Adaptation[J].Global Strategy Journal,2011,1(1-2):27-46
[11]Jacobides M.,Winter S.The Co-evolution of Capabilities and Transaction Costs:Explaining the Institutional Structure of Production[J].Strategic Management Journal,2005,26(5):395-413
[12]Madhok A.Reassessing the Fundamentals and Beyond:Ronald Coase,Transaction Cost and Resource-based Theory of the Firm[J].Strategic Management Journal,2002,23(6):535-550
[13]Kawakami M.,Sturgeon T.J.The Dynamics of Local Learning in Global Value Chains:Experiences from East Asia[M].London:Palgrave Macmillan,2011
[14]He S.,Zaheer K.,Shenkar O.Subsidiary Capability Upgrading under Emerging Market Acquirers[J].Journal of World Business,2018,53(2):248-262
[15]Manzakogˇlu B.T.,zlem Er.Design Management Capability Framework in Global Value Chains:Integrating the Functional Upgrading Theory from OEM to ODM and OBM[J].The Design Journal,2018,21(1):139-161
[16]Virginia H.,Torben P.Global Value Chain Configuration:A Review and Research Agenda[J].BRQ Business Research Quarterly,2017,20(1):137-150
[17]Eisenhardt K.M.,Martin J.A.Dynamic Capabilities:What Are They?[J].Strategic Management Journal,2000,21(10-11):1105-1121
[18]Winter S.G.Understanding Dynamic Capabilities[J].Strategic Management Journal,2003,24(10):991-995
[19]Teece D.J.Explicating Dynamic Capabilities:The Nature and Microfoundations of(Sustainable)Enterprise Performance[J].Strategic Management Journal,2007,28(13):1319-1350
[20]O’Reilly C.A.,Tushman M.L.Ambidexterity as a Dynamic Capability:Resolving the Innovator’s Dilemma[J].Research in Organizational Behavior,2008,28:185-206
[21]吴航.动态能力的维度划分及对创新绩效的影响---对Teece经典定义的思考[J].管理评论,2016,28(3):76-83
[22]Wu L.Y.Applicability of the Resource-Based and Dynamic-Capability Views under Environmental Volatility[J].Journal of Business Research,2010,63(1):27-31
[23]Peteraf M.,Di Stefano G.,Verona G.The Elephant in the Room of Dynamic Capabilities:Bringing Two Diverging Conversations Together[J].Strategic Management Journal,2013,34(12):1389-1410
[24]Danneels E.Survey Measures of First-and Second-Order Competences[J].Strategic Management Journal,2016,37(10):2174-2188
[25]Cepeda G.,Vera D.Capabilities and Operational Capabilities:A Knowledge Management Perspective[J].Journal of Business Research,2007,60(5):426-437
[26]Wang C.L.,Ahmed P.K.Dynamic Capabilities:A Review and Research Agenda[J].International Journal of Management Reviews,2007,9(1):31-51
[27]苏敬勤,刘静.复杂产品系统制造企业的动态能力演化:一个纵向案例研究[J].科研管理,2013,34(8):58-67
[28]Magnani G.,Zucchella A.,Strange R.The Dynamics of Outsourcing Relationships in Global Value Chains:Perspectives from MNEs and Their Suppliers[J/OL].Journal of Business Research,https://www.researchgate.net/publication/322358154,2018
[29]Kay N.M.,Leih S.,Teece D.J.The Role of Emergence in Dynamic Capabilities:A Restatement of the Framework and Some Possibilities for Future Research[J].Industrial and Corporate Change,2018,27(4):623-638
[30]Gavetti G.Cognition and Hierarchy:Rethinking the Microfoundations of Capabilities’Development[J].Organization Science,2005,16(6):599-617
[31]Dixon S.,Meyer K.,Day M.Building Dynamic Capabilities of Adaptation and Innovation:A Study of Micro-foundations in a Transition Economy[J].Long Range Planning,2014,47(4):186-205
[32]Helfat C.E.,Peteraf M.A.Managerial Cognitive Capabilities and the Microfoundations of Dynamic Capabilities[J].Strategic Management Journal,2015,36(6):831-850
[33]Kor Y.Y.,Mesko A.Dynamic Managerial Capabilities:Configuration and Orchestration of Top Executives’Capabilities and the Firm’s Dominant Logic[J].Strategic Management Journal,2013,34(2):233-244
[34]Schilke O.On the Contingent Value of Dynamic Capabilities for Competitive Advantage:The Nonlinear Moderating Effect of Environmental Dynamism[J].Strategic Management Journal,2014,35(2):179-203
[35]Girod S.J.G.,Whittington R.Reconfiguration,Restructuring and Firm Performance:Dynamic Capabilities and Environmental Dynamism[J].Strategic Management Journal,2017,38(5):1121-1133
[36]Dong X.,Yu Y.,Zhang N.Evolution and Coevolution:Dynamic Knowledge Capability Building for Catching-up in Emerging Economies[J].Management and Organization Review,2016,12(4):717-745
[37]李善同,何建武,刘云中.全球价值链视角下中国国内价值链分工测算研究[J].管理评论,2018,30(5):9-18
[38]Yin R.K.Case Study Research:Design and Methods[M].Los Angeles:Sage Publications,2009
[39]Eisenhardt K.M.Building Theories from Case Study Research[J].Academy of Management Review,1989,14(4):532-550
[40]马述忠,张洪胜,王笑笑.融资约束与全球价值链地位提升---来自中国加工贸易企业的理论与证据[J].中国社会科学,2017,(1):83-107
[41]吕越,高媛,田展源.全球价值链嵌入可以缓解企业的融资约束吗?[J].产业经济研究,2018,(1):1-14