从个体吸收能力到组织吸收能力的演化——以知识共享为中介
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摘要
吸收能力是如何从个体层次上升到组织层次的,一直是理论关注的焦点。与既往研究采取相对静态的解释视角不同,本研究基于个体间互动的视角,提出个体间知识共享是由个体吸收能力向组织吸收能力演化的中介变量,通过运用275家企业数据的实证检验,本研究部分证实了这一假设。同时,实证结果还表明,知识交流平台和组织共同愿景正向影响个体间知识共享绩效,组织决策集中化程度负向影响组织吸收能力。本研究在理论上揭示了由个体吸收能力向组织吸收能力演化的内在机制,研究结论对于指导企业提升吸收能力具有现实指导意义。
How the absorptive capability elvoves from the individual level to the organizational level has always been the focal point in the field of mangement. The concept of absorptive capacity was first proposed by Cohen and Levinihal in 1990. The core of absorptive capacity is to reveal how enterprises acquire,assimilate,transform and utilize external knowledge. As an important dynamic capability of an enterprise,this concept has been widely used to explain the complex problems in macro-strategic formulation and micro-product innovation. According to Cohen and Leviniha,On the one hand,the absorptive capacity of enterprises depends on the individual absorptive capacity; on the other hand,it is not equal to the simple accumulation of individual absorptive capacity. Firstly,absorptive capacity originates from the individual in the enterprise,which is the starting point of the absorptive capacity of the organization; secondly,only by evoving the absorptive capacity from individual level to the organization level,can it have more theoretical value and practical significance. Although this issue has drawn attention since it was put forward,Volberda et al.( 2010) have reviewed the research literature in the field of absorptive capacity and found that there is stillno clear explanation on how absorptive capacity is formed from the interaction between individuals and organizations.The revelation of the above problems is not only of theoretical contrubutions,but also of great practical implications. Over the past 20 years,a number of Chinese local enterprises have begun to rise. As Chinese local enterprises,especially emerging enterprises,are in a weak and backward state,and they are facing double disadvantages of technology and market. It is an important innovation strategy for many Chinese local enterprises to achieve innovation catch-up by acquring and assimilating external knowledge. For example,although Huawei is a high-tech enterprise with strong innovation capacity,it does not adhere to original innovation,but actively advocates minimizing its own invention and creation in the process of innovation,emphasizing on focusing on the technological achievements of previous products and the absorption of external knowledge and technology. On the issue of how to improve the absorptive capacity,many enterprises are facing the paradox of individual-organization duality at the practical level. The core problem is how to upgrade the absorptive capacity of individuals with independent behavior preferences to organizational absorptive capacity through effective organizational management mechanism.How does individual absorptive capacity evovle to organizational absorptive capacity? Past studies have explained it from the perspectives of organizational structure,incentive mechanism and network structure. Unlike these relatively static perspectives,we adopt the view of inter-subject interaction to reveal this issue,and believe that inter-subject knowledge sharing is a mediator of the evolution from individual absorptive capacity to organizational absorptive capacity. This theoretical presupposition is based on Habermas' s theory of communication and action. Its core view is that only through communication and interaction among the subjects,can a certain social consensus be reached and knowledge binding on all participants be formed. We believe that when there is consensus among the subjects and collective constrained knowledge is formed,knowledge memory at the organizational level can be formed,thereby promoting individual absorptive capacity to move beyond the threshold of " ego" to a more macro organizational level. At the same time,the degree of organizational centralization affects the digestion and utilization of knowledge at the organizational level. Knowledge exchange platform based on information technology and organizational common vision affect knowledge sharing among individuals. As the influencing factors of organizational knowledge absorption and individual knowledge sharing,they will affect the dynamic evolution absorptive capacity from individual levels to organizational levels.To test the above theoretical assumptions,this paper applied the empirical research paradigm based on the data from 275 enterprises. The empirical results indicate that knowledge sharing among individuals mediats the effect of absorptive capacity in individual level on absorptive capacity in organizational level. The empirical results also show that knowledge exchange platforms and shared organizational vision positively affect knowledge sharing among individuals,and the degree of centralization of organizational decision-making negatively affects organizational absorptive capacity.By studying the evolution from individual absorptive capability to organizational absorptive capability,this paper aims to make several contributions. Firstly,this paper reveals the evolution mechanism of absorptive capacity from individual level to organinzation level with the mediating effects of inter-subject knowledge sharing. The duality between individual and organization is the basic problem in the field of organizational learning and knowledge management. As Nonaka pointed out,how individual knowledge rises to organizational knowledge is the core of knowledge management research. As for absorptive capacity,revealing the evolution mechanism of absorptive capacity from individual level to organizational level is not only a basic theoretical issue in the field of absorptive capacity,but also of great practical values.An important theoretical contribution of this study is that this paper confirms inter-subject knowledge sharing mediating the process of the absorptive capacity evolution from individual level to organizational level. Secondly,this paper reveals the mechanism that the cross-level evolution of absorptive capacity is affected by different levels of factors. In the individual level,knowledge exchange platforms and the common vision of organizations have positive effect on the knowledge sharing among individuals.At the organizational level,the degree of centralization of organizational decision-making negatively affects the absorptive capacity of the organization. This paper uncovers the antecents of inter-individual knowledge sharing and organizational absorptive capacity,which contributes to the studies of absorptive capacity.Finally,this paper reveals the effect mechanism of organizational absorptive capacity on product innovation performance.Zahra and George differentiate the absorptive capacity into potential absorptive capacity and realized absorptive capacity. Potential absorptive capacity is a kind of knowledge accumulated capacity for enterprises,and the knowledge resources provides knowledge assets for enterprise product innovation. Realized absorptive capacity emphasizes the enterprises' capacity of knowledge transformation and utilization. The stronger is the realized absorptive capacity,the stronger is the capability of enterprises applying knowledge resources to conduct R&D activities for innovation; thus,the better is the promotion of product innovation performance.
How the absorptive capability elvoves from the individual level to the organizational level has always been the focal point in the field of mangement. The concept of absorptive capacity was first proposed by Cohen and Levinihal in 1990. The core of absorptive capacity is to reveal how enterprises acquire,assimilate,transform and utilize external knowledge. As an important dynamic capability of an enterprise,this concept has been widely used to explain the complex problems in macro-strategic formulation and micro-product innovation. According to Cohen and Leviniha,On the one hand,the absorptive capacity of enterprises depends on the individual absorptive capacity; on the other hand,it is not equal to the simple accumulation of individual absorptive capacity. Firstly,absorptive capacity originates from the individual in the enterprise,which is the starting point of the absorptive capacity of the organization; secondly,only by evoving the absorptive capacity from individual level to the organization level,can it have more theoretical value and practical significance. Although this issue has drawn attention since it was put forward,Volberda et al.( 2010) have reviewed the research literature in the field of absorptive capacity and found that there is stillno clear explanation on how absorptive capacity is formed from the interaction between individuals and organizations.The revelation of the above problems is not only of theoretical contrubutions,but also of great practical implications. Over the past 20 years,a number of Chinese local enterprises have begun to rise. As Chinese local enterprises,especially emerging enterprises,are in a weak and backward state,and they are facing double disadvantages of technology and market. It is an important innovation strategy for many Chinese local enterprises to achieve innovation catch-up by acquring and assimilating external knowledge. For example,although Huawei is a high-tech enterprise with strong innovation capacity,it does not adhere to original innovation,but actively advocates minimizing its own invention and creation in the process of innovation,emphasizing on focusing on the technological achievements of previous products and the absorption of external knowledge and technology. On the issue of how to improve the absorptive capacity,many enterprises are facing the paradox of individual-organization duality at the practical level. The core problem is how to upgrade the absorptive capacity of individuals with independent behavior preferences to organizational absorptive capacity through effective organizational management mechanism.How does individual absorptive capacity evovle to organizational absorptive capacity? Past studies have explained it from the perspectives of organizational structure,incentive mechanism and network structure. Unlike these relatively static perspectives,we adopt the view of inter-subject interaction to reveal this issue,and believe that inter-subject knowledge sharing is a mediator of the evolution from individual absorptive capacity to organizational absorptive capacity. This theoretical presupposition is based on Habermas' s theory of communication and action. Its core view is that only through communication and interaction among the subjects,can a certain social consensus be reached and knowledge binding on all participants be formed. We believe that when there is consensus among the subjects and collective constrained knowledge is formed,knowledge memory at the organizational level can be formed,thereby promoting individual absorptive capacity to move beyond the threshold of " ego" to a more macro organizational level. At the same time,the degree of organizational centralization affects the digestion and utilization of knowledge at the organizational level. Knowledge exchange platform based on information technology and organizational common vision affect knowledge sharing among individuals. As the influencing factors of organizational knowledge absorption and individual knowledge sharing,they will affect the dynamic evolution absorptive capacity from individual levels to organizational levels.To test the above theoretical assumptions,this paper applied the empirical research paradigm based on the data from 275 enterprises. The empirical results indicate that knowledge sharing among individuals mediats the effect of absorptive capacity in individual level on absorptive capacity in organizational level. The empirical results also show that knowledge exchange platforms and shared organizational vision positively affect knowledge sharing among individuals,and the degree of centralization of organizational decision-making negatively affects organizational absorptive capacity.By studying the evolution from individual absorptive capability to organizational absorptive capability,this paper aims to make several contributions. Firstly,this paper reveals the evolution mechanism of absorptive capacity from individual level to organinzation level with the mediating effects of inter-subject knowledge sharing. The duality between individual and organization is the basic problem in the field of organizational learning and knowledge management. As Nonaka pointed out,how individual knowledge rises to organizational knowledge is the core of knowledge management research. As for absorptive capacity,revealing the evolution mechanism of absorptive capacity from individual level to organizational level is not only a basic theoretical issue in the field of absorptive capacity,but also of great practical values.An important theoretical contribution of this study is that this paper confirms inter-subject knowledge sharing mediating the process of the absorptive capacity evolution from individual level to organizational level. Secondly,this paper reveals the mechanism that the cross-level evolution of absorptive capacity is affected by different levels of factors. In the individual level,knowledge exchange platforms and the common vision of organizations have positive effect on the knowledge sharing among individuals.At the organizational level,the degree of centralization of organizational decision-making negatively affects the absorptive capacity of the organization. This paper uncovers the antecents of inter-individual knowledge sharing and organizational absorptive capacity,which contributes to the studies of absorptive capacity.Finally,this paper reveals the effect mechanism of organizational absorptive capacity on product innovation performance.Zahra and George differentiate the absorptive capacity into potential absorptive capacity and realized absorptive capacity. Potential absorptive capacity is a kind of knowledge accumulated capacity for enterprises,and the knowledge resources provides knowledge assets for enterprise product innovation. Realized absorptive capacity emphasizes the enterprises' capacity of knowledge transformation and utilization. The stronger is the realized absorptive capacity,the stronger is the capability of enterprises applying knowledge resources to conduct R&D activities for innovation; thus,the better is the promotion of product innovation performance.
引文
[1]Cohen W M,Levinthal D A.Absorptive capacity:A new perspective on learning and innovation[J].Administrative Science Quarterly,1990,35(1):128-152.
[2]Volberda H W,Foss N J,Lyles M A.Perspective-absorbing the concept of absorptive capacity:How to realize its potential in the organization field[J].Organization Science,2010,21(4):931-951.
[3]Argote L,Mc Evily B,Reagans R.Managing knowledge in organizations:An integrative framework and review of emerging themes[J].Management Science,2003,49(4):571-582.
[4]Van Den Bosch F A,Volberda H W,De Boer M.Coevolution of firm absorptive capacity and knowledge environment:Organizational forms and combinative capabilities[J].Organization Science,1999,10(5):551-568.
[5]邹波,张庆普,孙锐.基于个体行为与网络结构互动的知识团队成员吸收能力研究[J].研究与发展管理,2011,23(4):19-28.Zou Bo,Zhang Qingpu,Sun Rui.Study on members’absorptive capacity in knowledge team based on interaction between individusl behavior and network strlcture[J].R&DManagement,2011,23(4):19-28.
[6]张光磊,刘善仕,彭娟.组织结构,知识吸收能力与研发团队创新绩效:一个跨层次的检验[J].研究与发展管理,2012,24(2):19-27.Zhang Guanglei,Liu Shanshi,Peng Juan.Organizational structure,knowledge absorptive capacity and R&D team’s innovation performance:A cross-level test[J].R&D Management,2012,24(2):19-27.
[7]高宣扬.当代社会理论[M].北京:中国人民大学出版社,2005.Gao Xuanyang.Contemporary social theory[M].Beijing:China Renmin University Press,2005.
[8]Lane P J,Lubatkin M.Relative absorptive capacity and interorganizational learning[J].Strategic Management Journal,1998,19(5):461-477.
[9]Hendriks P.Why share knowledge?The influence of ICT on the motivation for knowledge sharing[J].Knowledge and Process Management,1999,6(2):91-100.
[10]钟竞,罗瑾琏,韩杨.知识分享中介作用下的经验开放性与团队内聚力对员工创造力的影响[J].管理学报,2015,12(5):679-686.Zhong Jing,Luo Jinlian,Han Yang.The influence of openness to experience and team cohesion onemployee creativety:Cross-level research based on the mediation of knowledge sharing[J].Chinese Journal of Management,2015,12(5):679-686.
[11]王亚洲,林健.人力资源管理实践,知识管理导向与企业绩效[J].科研管理,2014,35(2):136-144.Wang Yazhou,Lin Jian.Human resource management practices,knowledge management orientation and firm performance[J].Science Research Management,2014,35(2):136-144.
[12]耿紫珍,刘新梅,沈力.合作目标促进科研团队创造力的机理研究[J].科研管理,2012,33(8):113-119.Geng Zizhen,Liu Xinmei,Shen Li.The promoting mechanism of cooperative goal for the creativity of research team[J].Science Research Management,2012,33(8):113-119.
[13]Nonaka I,Takeuchi H.The knowledge creation company[M].New York:Oxford University Press,1995.
[14]克里斯﹒阿吉里斯.组织学习[M].第二版.北京:中国人民大学出版社,2004.Chris Argyris.Organizational learning[M].Second edition.Beijing:China Renmin University Press,2004.
[15]Siggelkow N,Levinthal D A.Temporarily divide to conquer:Centralized,decentralized,and reintegrated organizational approaches to exploration and adaptation[J].Organization Science,2003,14(6):650-669.
[16]Ahuja G,Lampert C M,Novelli E.The second face of appropriability:Generative appropriability and its determinants[J].Academy of Management Review,2013,38(2):248-269.
[17]魏江.知识特征和企业知识管理[J].科研管理,2000,21(3):06-10.Wei Jiang.Nature of knowledge and firm’s knowledge mamagement[J].Science Research Management,2000,21(3):06-10.
[18]Pan S L,Leidner D E.Bridging communities of practice with information technology in pursuit of global knowledge sharing[J].The Journal of Strategic Information Systems,2003,12(1):71-88.
[19]魏江,刘洋,赵江琦.基于知识编码化的专业服务业服务模块化对创新绩效的作用机理研究[J].科研管理,2013,34(9):01-10.Wei Jiang,Liu Yang,Zhao Jiangqi.How service modularization affects innovation performance in professional service firms[J].Science Research Management,2013,34(9):01-10.
[20]Garcia-Morales V J,Ruiz Moreno A,Llorens-Montes F J.Strategic capabilities and their effects on performance:Entrepreneurial,learning,innovator and problematic SMEs[J].International Journal of Management and Enterprise Development,2006,3(3):191-211.
[21]Shinkle G A.Organizational aspirations,reference points,and goals building on the past and aiming for the future[J].Journal of Management,2012,38(1):415-455.
[22]蒋建华,刘程军,蒋天颖.组织学习与组织绩效关系的Meta分析---基于测量因素,情景因素的调节作用[J].科研管理,2014,35(8):117-125.Jiang Jianhua,Liu Chengjun,Jiang Tianying.The meta-analysis on the relationship between organizational learning and organizational performance based on the moderating effect of measuring and situational factors[J].Science Research Management,2014,35(8):117-125.
[23]Dyer J,Nobeoka K.Creating and managing a high performance knowledge-sharing network:The Toyota case[J].Strategic Management Journal,2000,21:345-367.
[24]Zahra S A,George G.Absorptive capacity:A review,reconceptualization,and extension[J].Academy of Management Review,2002,27(2):185-203.
[25]Patel P C,Kohtamki M,Parida V,et al.Entrepreneurial orientation‐as‐experimentation and firm performance:The enabling role of absorptive capacity[J].Strategic Management Journal,2015,36(11):1739-1749.
[26]Smylie M A,Lazarus V,Brownlee-Conyers J.Instructional outcomes of school-based participative decision making[J].Educational Evaluation and Policy Analysis,1996,18(3):181-198.
[27]Jansen J J,Van Den Bosch F A,Volberda H W.Managing potential and realized absorptive capacity:How do organizational antecedents matter?[J].Academy of Management Journal,2005,48(6):999-1015.
[28]Lee J-N.The impact of knowledge sharing,organizational capability and partnership quality on IS outsourcing success[J].Information&Management,2001,38(5):323-335.
[29]Liao S-H,Fei W-C,Chen C-C.Knowledge sharing,absorptive capacity,and innovation capability:An empirical study of Taiwan’s knowledge-intensive industries[J].Journal of Information Science,2007,33(3):340-359.
[30]Wetzels M,Odekerken-Schr9der G,Van Oppen C.Using PLS path modeling for assessing hierarchical construct models:Guidelines and empirical illustration[J].MIS Quarterly,2009,33(1):177-195.
[31]陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2012.Chen Xiaoping,Xu Shuying,Fan Jingli.Empirical methods in organization and management research[M].Beijing:Peking University Press,2012.
[2]Volberda H W,Foss N J,Lyles M A.Perspective-absorbing the concept of absorptive capacity:How to realize its potential in the organization field[J].Organization Science,2010,21(4):931-951.
[3]Argote L,Mc Evily B,Reagans R.Managing knowledge in organizations:An integrative framework and review of emerging themes[J].Management Science,2003,49(4):571-582.
[4]Van Den Bosch F A,Volberda H W,De Boer M.Coevolution of firm absorptive capacity and knowledge environment:Organizational forms and combinative capabilities[J].Organization Science,1999,10(5):551-568.
[5]邹波,张庆普,孙锐.基于个体行为与网络结构互动的知识团队成员吸收能力研究[J].研究与发展管理,2011,23(4):19-28.Zou Bo,Zhang Qingpu,Sun Rui.Study on members’absorptive capacity in knowledge team based on interaction between individusl behavior and network strlcture[J].R&DManagement,2011,23(4):19-28.
[6]张光磊,刘善仕,彭娟.组织结构,知识吸收能力与研发团队创新绩效:一个跨层次的检验[J].研究与发展管理,2012,24(2):19-27.Zhang Guanglei,Liu Shanshi,Peng Juan.Organizational structure,knowledge absorptive capacity and R&D team’s innovation performance:A cross-level test[J].R&D Management,2012,24(2):19-27.
[7]高宣扬.当代社会理论[M].北京:中国人民大学出版社,2005.Gao Xuanyang.Contemporary social theory[M].Beijing:China Renmin University Press,2005.
[8]Lane P J,Lubatkin M.Relative absorptive capacity and interorganizational learning[J].Strategic Management Journal,1998,19(5):461-477.
[9]Hendriks P.Why share knowledge?The influence of ICT on the motivation for knowledge sharing[J].Knowledge and Process Management,1999,6(2):91-100.
[10]钟竞,罗瑾琏,韩杨.知识分享中介作用下的经验开放性与团队内聚力对员工创造力的影响[J].管理学报,2015,12(5):679-686.Zhong Jing,Luo Jinlian,Han Yang.The influence of openness to experience and team cohesion onemployee creativety:Cross-level research based on the mediation of knowledge sharing[J].Chinese Journal of Management,2015,12(5):679-686.
[11]王亚洲,林健.人力资源管理实践,知识管理导向与企业绩效[J].科研管理,2014,35(2):136-144.Wang Yazhou,Lin Jian.Human resource management practices,knowledge management orientation and firm performance[J].Science Research Management,2014,35(2):136-144.
[12]耿紫珍,刘新梅,沈力.合作目标促进科研团队创造力的机理研究[J].科研管理,2012,33(8):113-119.Geng Zizhen,Liu Xinmei,Shen Li.The promoting mechanism of cooperative goal for the creativity of research team[J].Science Research Management,2012,33(8):113-119.
[13]Nonaka I,Takeuchi H.The knowledge creation company[M].New York:Oxford University Press,1995.
[14]克里斯﹒阿吉里斯.组织学习[M].第二版.北京:中国人民大学出版社,2004.Chris Argyris.Organizational learning[M].Second edition.Beijing:China Renmin University Press,2004.
[15]Siggelkow N,Levinthal D A.Temporarily divide to conquer:Centralized,decentralized,and reintegrated organizational approaches to exploration and adaptation[J].Organization Science,2003,14(6):650-669.
[16]Ahuja G,Lampert C M,Novelli E.The second face of appropriability:Generative appropriability and its determinants[J].Academy of Management Review,2013,38(2):248-269.
[17]魏江.知识特征和企业知识管理[J].科研管理,2000,21(3):06-10.Wei Jiang.Nature of knowledge and firm’s knowledge mamagement[J].Science Research Management,2000,21(3):06-10.
[18]Pan S L,Leidner D E.Bridging communities of practice with information technology in pursuit of global knowledge sharing[J].The Journal of Strategic Information Systems,2003,12(1):71-88.
[19]魏江,刘洋,赵江琦.基于知识编码化的专业服务业服务模块化对创新绩效的作用机理研究[J].科研管理,2013,34(9):01-10.Wei Jiang,Liu Yang,Zhao Jiangqi.How service modularization affects innovation performance in professional service firms[J].Science Research Management,2013,34(9):01-10.
[20]Garcia-Morales V J,Ruiz Moreno A,Llorens-Montes F J.Strategic capabilities and their effects on performance:Entrepreneurial,learning,innovator and problematic SMEs[J].International Journal of Management and Enterprise Development,2006,3(3):191-211.
[21]Shinkle G A.Organizational aspirations,reference points,and goals building on the past and aiming for the future[J].Journal of Management,2012,38(1):415-455.
[22]蒋建华,刘程军,蒋天颖.组织学习与组织绩效关系的Meta分析---基于测量因素,情景因素的调节作用[J].科研管理,2014,35(8):117-125.Jiang Jianhua,Liu Chengjun,Jiang Tianying.The meta-analysis on the relationship between organizational learning and organizational performance based on the moderating effect of measuring and situational factors[J].Science Research Management,2014,35(8):117-125.
[23]Dyer J,Nobeoka K.Creating and managing a high performance knowledge-sharing network:The Toyota case[J].Strategic Management Journal,2000,21:345-367.
[24]Zahra S A,George G.Absorptive capacity:A review,reconceptualization,and extension[J].Academy of Management Review,2002,27(2):185-203.
[25]Patel P C,Kohtamki M,Parida V,et al.Entrepreneurial orientation‐as‐experimentation and firm performance:The enabling role of absorptive capacity[J].Strategic Management Journal,2015,36(11):1739-1749.
[26]Smylie M A,Lazarus V,Brownlee-Conyers J.Instructional outcomes of school-based participative decision making[J].Educational Evaluation and Policy Analysis,1996,18(3):181-198.
[27]Jansen J J,Van Den Bosch F A,Volberda H W.Managing potential and realized absorptive capacity:How do organizational antecedents matter?[J].Academy of Management Journal,2005,48(6):999-1015.
[28]Lee J-N.The impact of knowledge sharing,organizational capability and partnership quality on IS outsourcing success[J].Information&Management,2001,38(5):323-335.
[29]Liao S-H,Fei W-C,Chen C-C.Knowledge sharing,absorptive capacity,and innovation capability:An empirical study of Taiwan’s knowledge-intensive industries[J].Journal of Information Science,2007,33(3):340-359.
[30]Wetzels M,Odekerken-Schr9der G,Van Oppen C.Using PLS path modeling for assessing hierarchical construct models:Guidelines and empirical illustration[J].MIS Quarterly,2009,33(1):177-195.
[31]陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2012.Chen Xiaoping,Xu Shuying,Fan Jingli.Empirical methods in organization and management research[M].Beijing:Peking University Press,2012.