知识权力如何有效运用:“有核”集群的知识创造及权力距离的调节作用
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摘要
核心企业对于产业集群的创新具有关键作用,如何有效运用核心大企业的知识权力保证集群整体的创新能力,尚缺乏更为深入的研究。本文整合资源依赖理论、惯例研究、组织学习理论,从网络惯例的新颖视角出发,给出了核心企业知识权力与集群知识创造能力之间关系的新解释,进一步考察了不同情境下二者关系的变化规律,完善了核心企业网络治理的研究框架,更为细致地刻画了核心企业在知识创造层面上对集群创新活动的作用和约束条件。以集群调研数据的实证研究证明,核心企业知识权力与集群的知识创造能力之间存在倒U型关系,网络惯例在二者之间起到了部分中介作用。此外,集群权力距离对于核心企业知识权力与集群知识创造能力、核心企业知识权力与网络惯例之间的关系都具有负向调节作用。研究结论表明,核心企业拥有适度的知识权力时集群会有较佳的创新绩效,要确保集群知识创造能力的有效提升,核心企业应设计并维持合理程度的网络惯例,营造低权力距离的文化氛围。
Core enterprises play a key role in the innovation of industrial clusters. There is still a lack of in-depth research on how to effectively use the knowledge power of core large enterprises to guarantee the overall innovation capability of clusters. This paper integrated resource dependence theory and routine research, organizational learning theory, a new viewpoint of network routine from relationship between the core enterprise's knowledge power and the cluster's knowledge creation capability offering a new explanation, and we further explored the change rules of bilateral relationship in different situations, give a perfect research framework of effect and constraint condition caused by core enterprise to cluster innovation in the level of knowledge creation. The empirical study of cluster survey data proves that there is a reversed U-shaped relationship between the knowledge power of core enterprises and the knowledge creation capability of cluster. In addition, cluster power distance has a negative moderating effect on the relationship between core enterprise knowledge power and cluster knowledge creation capability, core enterprise knowledge power and network routine. The research conclusion shows that the cluster has better innovation performance when the core enterprise has moderate knowledge power. To ensure the effective improvement of the cluster knowledge creation capability, the core enterprise should design and maintain reasonable network practices and create a cultural atmosphere with low power distance. This study also contributes to the literature for our understanding of knowledge creation capability of industrial cluster in several ways. First, RDT is incomplete as it considers only the knowledge power of core enterprise and the knowledge resource of other enterprises. Second, we empirically demonstrate the long-speculated reversed U-shaped of knowledge power of core enterprise and knowledge creation capability of industrial cluster. We extend the literature concerning the relationship which is largely confined to examination of a linear relationship between the two. Third, we believe that as the increasing of the core enterprise knowledge power, core enterprise is more likely building the network routines which benefit itself most. Under this perspective, we put core enterprises and other enterprises together in the cluster network. According to the organizational learning theory, the effect of the network routines on clusters' knowledge creation capability decreased after promote increased first. Fourth, we demonstrate the moderating effect of power distance to account for cluster institutional culture variance. Results obtained at cluster level can provide more finegrained the mechanism that the knowledge power of core enterprise effect on the knowledge creation capability of industrial cluster.
Core enterprises play a key role in the innovation of industrial clusters. There is still a lack of in-depth research on how to effectively use the knowledge power of core large enterprises to guarantee the overall innovation capability of clusters. This paper integrated resource dependence theory and routine research, organizational learning theory, a new viewpoint of network routine from relationship between the core enterprise's knowledge power and the cluster's knowledge creation capability offering a new explanation, and we further explored the change rules of bilateral relationship in different situations, give a perfect research framework of effect and constraint condition caused by core enterprise to cluster innovation in the level of knowledge creation. The empirical study of cluster survey data proves that there is a reversed U-shaped relationship between the knowledge power of core enterprises and the knowledge creation capability of cluster. In addition, cluster power distance has a negative moderating effect on the relationship between core enterprise knowledge power and cluster knowledge creation capability, core enterprise knowledge power and network routine. The research conclusion shows that the cluster has better innovation performance when the core enterprise has moderate knowledge power. To ensure the effective improvement of the cluster knowledge creation capability, the core enterprise should design and maintain reasonable network practices and create a cultural atmosphere with low power distance. This study also contributes to the literature for our understanding of knowledge creation capability of industrial cluster in several ways. First, RDT is incomplete as it considers only the knowledge power of core enterprise and the knowledge resource of other enterprises. Second, we empirically demonstrate the long-speculated reversed U-shaped of knowledge power of core enterprise and knowledge creation capability of industrial cluster. We extend the literature concerning the relationship which is largely confined to examination of a linear relationship between the two. Third, we believe that as the increasing of the core enterprise knowledge power, core enterprise is more likely building the network routines which benefit itself most. Under this perspective, we put core enterprises and other enterprises together in the cluster network. According to the organizational learning theory, the effect of the network routines on clusters' knowledge creation capability decreased after promote increased first. Fourth, we demonstrate the moderating effect of power distance to account for cluster institutional culture variance. Results obtained at cluster level can provide more finegrained the mechanism that the knowledge power of core enterprise effect on the knowledge creation capability of industrial cluster.
引文
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[29] K?hk?nen, A. K.. The Influence of Power Position on the Depth of Collaboration. Supply Chain Management, 2014, 19(1):17-30.
[30] Zollo, M., Reuer, J. J., Singh, H.. Interorganizational Routines and Performance in Strategic Alliances. Organization Science,2002, 13(6):701-713.
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[33]徐可,何桢,王瑞.技术创新网络的知识权力、结构权力对网络惯例影响.管理科学, 2014,(5):24-34.
[34] Clercq, D. D., Dimov, D.. Internal Knowledge Development and External Knowledge Access in Venture Capital Investment Performance. Journal of Management Studies, 2008, 45(3):585-612.
[35] Pierce, L.. Big Losses in Ecosystem Niches:How Core Firm Decisions Drive Complementary Product Shakeouts. Strategic Management Journal, 2009, 30(3):323-347.
[36]霍宝锋,韩昭君,赵先德.权力与关系承诺对供应商整合的影响.管理科学学报, 2013, 16(4):33-50.
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[38] Feldman, M. S.. A Performative Perspective on Stability and Change in Organizational Routines. Industrial&Corporate Change, 2003, 12(4):727-752.
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(1)产业集群不是简单的产业集聚,而是具有产业之间及产业与其他机构之间的联系及互补性,即共生机制。核心企业主导下的产业集群协同创新是产业集群的一种有效创新网络,大量实证研究证实了核心企业对产业集群协同创新的有效促进作用,包括有效构建和治理集群产业价值链关系,推动产业集群顺利地实现阶梯式的过程创新、产品创新和功能创新;包括基于产业集群价值链视角,集群内的核心企业发挥整合各功能模块的作用。核心企业处于集群创新网络中的知识集散点位置,能有效吸收集群内外的知识,并通过知识溢出带动中小企业的成长和产业集群整体创新能力的提高。相比其他形式的产业集群,核心企业主导下产业集群较多采用“以研发为基础的学习”和“互动学习”,从而促进集群整体具有较高的学习效率。
(2)从2008年起,科学技术部、国务院国资委和中华全国总工会根据制定的创新型企业评价指标体系,并联合组织专家开展了评价工作,评选出5批国家级创新型企业,对评选出的创新型企业给予支持,帮助其掌握核心技术,拥有自主知识产权和知名品牌,扎实走上创新驱动、科学发展的道路。确定创新型企业的原因之一,就是依据产业聚集和技术扩散规律,基于创新型企业的产业旗舰地位,使其在调整产业结构、加快转变经济发展方式中主动发挥核心和引领作用。
[2]周泯非,魏江.产业集群治理模式及其演化过程研究.科学学研究, 2010, 28(1):95-103.
[3]Boschma, R. A., Lambooy, J. G.. Evolutionary Economics and Economic Geography. Journal of Evolutionary Economics, 1999,9(4):411-429.
[4]Mohamed, H., Latiff, A., Hassan, A.. Rise and Fall of Knowledge Power:An In-depth Investigation. Humanomics the International Journal of Systems&Ethics, 2008, 24(1):17-27.
[5]Wasserman, S., Faust, K.. Social Network Analysis:Methods and Applications. Contemporary Sociology, 1994, 191(435):219-220.
[6]Lipparini, A., Lorenzoni, G., Ferriani, S.. From Core to Periphery and Back:A Study on the Deliberate Shaping of Knowledge Flows in Interfirm Dyads and Networks. Strategic Management Journal, 2014, 35(4):578-595.
[7]Dhanasai, C., Parkhe, A.. Orchestrating Innovation Networks.Academy of Management Review, 2006, 31(3):659-669.
[8]Hofman,E.,Halman,J.I.M.,Looy,B.V..DoDesignRules FacilitateorComplicateArchitecturalInnovationinInnovation Alliance Networks? Research Policy, 2016, 45(7):1436-1448.
[9]项后军,裘斌斌,周宇.核心企业视角下不同集群演化过程的比较研究.科学学研究, 2015, 33(2):225-233.
[10]Weidenfeld, A., Williams, A. M., Butler, R. W.. Knowledge107-120TransferandInnovationamongAttractions.AnnalsofTourism Research, 2010, 37(3):604-626.
[11]孙永磊,党兴华.基于知识权力的网络惯例形成研究.科学学研究, 2013, 31(9):1372-1380.
[12]孙永磊,陈劲,宋晶.文化情境差异下双元惯例的作用研究.科学学研究, 2015, 33(9):1424-1431.
[13]于晓宇,杜旭霞,李雪灵,谢富纪.大都市圈文化异质性对企业创新行为的影响研究.科研管理, 2013, 34(5):32-38.
[14]Chassang, S.. Building Routines:Learning, Cooperation, and the Dynamics of Incomplete Relational Contracts.American Economic Review, 2010, 100(1):448-465.
[15]欧阳璟,李牧南.区域文化对集群创新演化的影响研究——以汕头澄海玩具集群为例.科技管理研究, 2014, 307(9):244-250.
[16]李进兵.集群内部文化生态变迁与我国创新型产业集群发展.科技进步与对策, 2016, 33(5):73-77.
[17]胡蓓,翁清雄.产业集群特征对集群内人才根植意愿的影响——基于我国四个产业集群的一项实证研究.工业工程与管理, 2008, 13(5):113-119.
[18]Liu, T. L.. Knowledge Transfer:Past Research and Futuredirections. The Business Review, Combridge, 2007, 7(1):273-281.
[19]王兆达.产业集群中文化作用的实证研究.农村经济与科技,2009, 20(2):72-74.
[20] Hofstede, G.. Culture and Organizations. International Studies of Management&Organization, 1980, 10(4):15-41.
[21]Smith, K. G., Collins, C. J., Clark, K. D.. Existing Knowledge,Knowledge Creation Capability, and the Rate of New Product Introduction in High-technology Firms. Academy of Management Journal, 2005, 48(2):346-357.
[22]高映红.基于核心企业的集群网络式创新研究.武汉理工大学,2010.
[23] Ahituv, N., Carmi N.. Measuring the Power of Information in Organizations. Human Systems Management, 2007, 24(4):231-246.
[24] Nambisan, S., Sawhney, M.. Orchestration Processes in Network-centricInnovation:EvidencefromtheField.Academyof Management Perspectives, 2011, 25(3):40-57.
[25] Anda?, T., Arikan.. Interfirm Knowledge Exchanges and the Knowledge Creation Capability of Clusters. Academy of Management Review, 2009, 34(4):658.
[26] Maskell, P., Malmberg, A.. Localised Learning and IndustrialCompetitiveness.CambridgeJournalofEconomics,1999,23(2):167-185.
[27]谢永平,党兴华,毛雁征.技术创新网络核心企业领导力与网络绩效研究.预测, 2012, 31(5):21-27.
[28]王伟光,冯荣凯,尹博.产业创新网络中核心企业控制力能够促进知识溢出吗?管理世界, 2015,(6):99-109.
[29] K?hk?nen, A. K.. The Influence of Power Position on the Depth of Collaboration. Supply Chain Management, 2014, 19(1):17-30.
[30] Zollo, M., Reuer, J. J., Singh, H.. Interorganizational Routines and Performance in Strategic Alliances. Organization Science,2002, 13(6):701-713.
[31]陈学光,徐金发.网络组织及其惯例的形成——基于演化论的视角.中国工业经济, 2006,(4):52-58.
[32] Lavie, D., Khanna, P.. Organizational Differences, Relational Mechanisms, and Alliance Performance. Strategic Management Journal, 2012, 33(13):1453-1479.
[33]徐可,何桢,王瑞.技术创新网络的知识权力、结构权力对网络惯例影响.管理科学, 2014,(5):24-34.
[34] Clercq, D. D., Dimov, D.. Internal Knowledge Development and External Knowledge Access in Venture Capital Investment Performance. Journal of Management Studies, 2008, 45(3):585-612.
[35] Pierce, L.. Big Losses in Ecosystem Niches:How Core Firm Decisions Drive Complementary Product Shakeouts. Strategic Management Journal, 2009, 30(3):323-347.
[36]霍宝锋,韩昭君,赵先德.权力与关系承诺对供应商整合的影响.管理科学学报, 2013, 16(4):33-50.
[37] Reinholt, M., Foss, N. J.. Why a Central Network Position Isn`t Enough:The Role of Motivation and Ability for Knowledge Sharing in Employee Networks. Academy of Management Journal, 2011, 54(6):1277-1297.
[38] Feldman, M. S.. A Performative Perspective on Stability and Change in Organizational Routines. Industrial&Corporate Change, 2003, 12(4):727-752.
[39]徐蕾,魏江,石俊娜.双重社会资本、组织学习与突破式创新关系研究.科研管理, 2013, 34(5):39-47.
[40] Inkpen, A. C., Tsang, E. W. K.. Reflections on the 2015 Decade Award:Social Capital, Networks, and Knowledge Transfer:An EmergentStreamofResearch.AcademyofManagementReview, 2016, 41(4):págs.
[41]Ranganathan, R., Rosenkopf, L.. Do Ties Really Bind? The Effect of Knowledge and Commercialization Networks on Opposition to Standards. Academy of Management Journal, 2014, 57(2):515-540.
[42] Witt, U.. Emergence and Functionality of Organizational Routines:An Individualistic Approach. Journal of Institutional Economics, 2009, 7(2):157-174.
[43]Bloodgood, J. M.. Organizational Routine Breach Response and Knowledge Management. Business Process Management Journal, 2012, 18(3):376-399.
[44] Peng, D. X., Schroeder, R. G., Shah, R.. Linking Routines to Operations Capabilities:A New Perspective. Journal of Operations Management, 2008, 26(6):730-748.
[45]项后军,江飞涛.核心企业视角的集群竞——合关系重新研究.中国工业经济, 2010,(6):137-146.
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(1)产业集群不是简单的产业集聚,而是具有产业之间及产业与其他机构之间的联系及互补性,即共生机制。核心企业主导下的产业集群协同创新是产业集群的一种有效创新网络,大量实证研究证实了核心企业对产业集群协同创新的有效促进作用,包括有效构建和治理集群产业价值链关系,推动产业集群顺利地实现阶梯式的过程创新、产品创新和功能创新;包括基于产业集群价值链视角,集群内的核心企业发挥整合各功能模块的作用。核心企业处于集群创新网络中的知识集散点位置,能有效吸收集群内外的知识,并通过知识溢出带动中小企业的成长和产业集群整体创新能力的提高。相比其他形式的产业集群,核心企业主导下产业集群较多采用“以研发为基础的学习”和“互动学习”,从而促进集群整体具有较高的学习效率。
(2)从2008年起,科学技术部、国务院国资委和中华全国总工会根据制定的创新型企业评价指标体系,并联合组织专家开展了评价工作,评选出5批国家级创新型企业,对评选出的创新型企业给予支持,帮助其掌握核心技术,拥有自主知识产权和知名品牌,扎实走上创新驱动、科学发展的道路。确定创新型企业的原因之一,就是依据产业聚集和技术扩散规律,基于创新型企业的产业旗舰地位,使其在调整产业结构、加快转变经济发展方式中主动发挥核心和引领作用。