颠覆性技术威胁下在位企业的战略响应与时机选择
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摘要
首先,基于技术S曲线理论,根据在位企业与颠覆性技术创新企业的技术差距、技术增长速度、技术拐点以及物理上限,提出了技术竞赛、转向新技术、转向新的应用领域与缩小利基市场4种战略响应;然后,对4种战略响应的时机选择进行了阐述;最后,对手机产业发展过程中出现的颠覆性技术威胁和在位企业战略响应进行了案例分析。研究指出:新旧技术差距、技术增长速度以及技术水平的物理极限是在位企业识别和应对颠覆性技术威胁的重要战略管理工具;当在位企业的维持性创新技术处于技术增长阶段时,在位企业的战略响应是技术竞赛;当在位企业的维持性创新技术很快到达技术拐点并达到技术上限时,在位企业的战略响应取决于颠覆性技术的增长趋势。
Firstly,this paper adopts the S-curve technology theory to provide four strategic responses,namely technology racing,adopting new technology,finding new application fields and turning narrow niche market,according to the technology gap between incumbent firm and disruptive innovation firm,technology growth rate,technology inflection point and limit of potential technology.And then,it identifies the response timing.Finally,taking the mobile phone industry as an example,it analyzes the strategic response of incumbent firms in threat of disruptive technologies.It points out that technology gap between incumbent firm and disruptive innovation firm,technology growth rate,technology inflection point and limit of potential technology could be chosen as strategic management tools to response to the threat of disruptive technology,and technology racing is the best response when incumbent firm's technology is in the growth stage,while it depends on the speed of disruptive technology when the incumbent firm's technology is approaching its technological limit.
Firstly,this paper adopts the S-curve technology theory to provide four strategic responses,namely technology racing,adopting new technology,finding new application fields and turning narrow niche market,according to the technology gap between incumbent firm and disruptive innovation firm,technology growth rate,technology inflection point and limit of potential technology.And then,it identifies the response timing.Finally,taking the mobile phone industry as an example,it analyzes the strategic response of incumbent firms in threat of disruptive technologies.It points out that technology gap between incumbent firm and disruptive innovation firm,technology growth rate,technology inflection point and limit of potential technology could be chosen as strategic management tools to response to the threat of disruptive technology,and technology racing is the best response when incumbent firm's technology is in the growth stage,while it depends on the speed of disruptive technology when the incumbent firm's technology is approaching its technological limit.
引文
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[24]ARGYRES N,BIGELOW L,NICKERSON J A.Dominant designs,innovation shocks,and the follower’s dilemma[J].Strategic Management Journal,2015,36:216-234.
[25]GATIGNON H,TUSHMAN M L,SMITH W,et al.A structural approach to assessing innovation:construct development of innovation locus,type,and characteristics[J].Management Science,2002,48(9):1103-1122.
[2]CHRISTENSEN C M.The Innovator’s Dilemma When New Technologies Cause Great Firms to Fail[M].Boston:Harvard Business School Press,1997.
[3]COOPER A C,SMITH C G.How established firms respond to threatening technologies[J].Academy of Management Executive,1992,6,55-70.
[4]ADNER R,SNOW D.Old technology responses to new technology threats:demand heterogeneity and technology retreats[J].Industrial and Corporate Change,2010,19(5):1655-1675.
[5]BOWER J L,CHRISTENSEN C M.Disruptive technologies:catching the wave[J].Harvard Business Review,1995,73(1):43-53.
[6]BERGEK A,BERGGREN C,MAGNUSSON T,et al.Technological discontinuities and the challenge for incumbent firms:destruction,disruption or creative accumulation?[J].Research Policy,2013,42:1210-1224.
[7]陈继祥,戴芳,王家宝.颠覆性创新与企业竞争优势研究[M].上海:上海交通大学出版社,2012.
[8]YU D,HANG C C.A reflective review of disruptive innovation theory[J].International Journal of Management Reviews,2010,12:435-452.
[9]COOPER A,SCHENDEL D.Strategic responses to technological threats[J].Business Horizons,1976,19:61-69.
[10]CHRISTENSEN C M,SUAREZ F,UTTERBACK J M.Strategies for survival in fast-changing industries[J].Management Science,1988,44(12):S207-S221.
[11]郁培丽,石俊国,窦姗姗.破坏创新企业市场进入与策略选择[J].软科学,2013,27(8):26-30.
[12]FOSTER R N.Innovation:the Attacker’s Advantage[M].New York:Summit Books,1974.
[13]吴贵生,谢伟.“破坏性创新”与组织响应[J].科学学研究,1997,(12):35-39.
[14]CHRISTENSEN C M,RAYNOR M.The Innovator’s Solution[M].Boston:Harvard Business School Press,2003.
[15]ADNER R.When are technologies disruptive:a demandbased view of the emergence of competition[J].Strategic Management Journal,2002,23:667-688.
[16]GILBERT C,BOWER J L.Disruptive change:when trying harder is part of the problem[J].Harvard Business Review,2002,80(5):94-101.
[17]张洪石,陈劲.突破性创新的组织模式研究[J].科学学研究,2005,23(4):566-571.
[18]薛红志,张玉利.主导企业适应突破性技术变革的整合研究[J].南开管理评论,2007,10(3):61-69.
[19]UTTERBACK J M.Mastering the Dynamics of Innovation:How Companies can Seize Opportunities in the Face of Technological Change[M].Boston:Harvard Business School Press,1994.
[20]LUCAS H C,GOH J M.Disruptive technology:How Kodak missed the digital photography revolution[J].Journal of Strategic Information Systems,2009,(18):46-55.
[21]Porter M E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M].New York:Macmillan,1980.
[22]ADNER R,ZEMSKY P.A demand-based perspective on sustainable competitive advantage[J]Strategic Management Journal,2006,27(3):215-239.
[23]SNOW D C,PISANO G P,CORSI E,et al.Columbus tubing:steel is real[C].Harvard Business School Case,2009:609-042.
[24]ARGYRES N,BIGELOW L,NICKERSON J A.Dominant designs,innovation shocks,and the follower’s dilemma[J].Strategic Management Journal,2015,36:216-234.
[25]GATIGNON H,TUSHMAN M L,SMITH W,et al.A structural approach to assessing innovation:construct development of innovation locus,type,and characteristics[J].Management Science,2002,48(9):1103-1122.