竞合视角下网络关系强度、竞合战略与企业绩效
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摘要
从竞合视角,以价值网络理论为基础,通过国泰安数据库CSMAR选取246家企业为样本,运用因子分析、回归分析以及Bootstrap方法,研究价值网络情景下中国企业网络关系强度影响绩效的内在机理及作用机制。同时,将竞争战略与合作战略界定为二维构念的竞合战略,通过实证研究表明:中国当前情境下,网络关系强度显著正向影响企业绩效;合作战略与竞争战略在其中均发挥中介效应,且合作战略的中介效应明显大于竞争战略;网络内部差异性显著强化了网络关系强度与合作战略间的正向关系,但对网络关系强度与竞争战略间关系的调节作用则不显著。以上结果表明,在强网络关系下,企业应采用合作战略为主,竞争战略为辅的战略配置模式;在弱网络关系下,则应采取相反的战略配置。此外,企业在运用合作战略时,应特别注重网络内部差异性的作用和影响。
This paper started from the perspective of coopetition based on the value network theory by selecting 246 enterprises from the CSMAR database of Guotai'an as samples,and applies factor analysis,multiple linear regression and Bootstrap method to focus on the internal mechanism and action mechanism of the impact of network relationship strength on performance of Chinese enterprises in the context of value network. Different from the previous studies that regard competition and cooperation as the only unread ones,this study defines coopetition strategy as the competition and cooperation strategy within the two-dimensional framework,namely it divides and defines competition strategy and cooperation strategy from the two dimensions of competition and cooperation.The empirical study shows that: under the current situation of China,the strength of network relationship has a significant positive impact on enterprise performance,which is highly consistent with the cultural characteristics of Chinese human society;In the process of network relationship strength influencing enterprise performance,both cooperative strategy and competitive strategy play a mediating effect,and the mediating effect of cooperative strategy is obviously greater than that of competitive strategy,which indicates that cooperation occupies a dominant position in the relationship between enterprises. The difference within the network significantly strengthened the positive relationship between the strength of network relationship and cooperative strategy,but the moderating effect on the relationship between the strength of network relationship and competitive strategy was not significant.The above empirical results show that Chinese manufacturing enterprises constitute a complex network of relationships. From the point of view of network strength,it can be roughly divided into strong relation network and weak relation network. Under the strong network relationship,enterprises should adopt the mode of strategic allocation which is mainly cooperative strategy and supplemented by competitive strategy. In the case of weak network relationship,the opposite strategic configuration should be adopted. In addition,enterprises should pay special attention to the role and influence of differences within the network when applying cooperation strategies,because the uniqueness and complementarity of resources caused by differences within the network will profoundly affect the cooperative relationship between enterprises. At the same time,the conclusion of this paper also shows that there is no pure competition strategy and cooperation strategy in reality. Enterprises should change their concepts,abandon the view of competition and cooperation as a one-dimensional construct,and adopt the view of competition and cooperation as a two-dimensional construct with mutual influence and different emphases,so as to better grasp the balance between competition and cooperation. The above research conclusions have a positive guiding significance and theoretical value for Chinese manufacturing enterprises to adopt correct competition and cooperation strategies and continuously improve enterprise performance.
This paper started from the perspective of coopetition based on the value network theory by selecting 246 enterprises from the CSMAR database of Guotai'an as samples,and applies factor analysis,multiple linear regression and Bootstrap method to focus on the internal mechanism and action mechanism of the impact of network relationship strength on performance of Chinese enterprises in the context of value network. Different from the previous studies that regard competition and cooperation as the only unread ones,this study defines coopetition strategy as the competition and cooperation strategy within the two-dimensional framework,namely it divides and defines competition strategy and cooperation strategy from the two dimensions of competition and cooperation.The empirical study shows that: under the current situation of China,the strength of network relationship has a significant positive impact on enterprise performance,which is highly consistent with the cultural characteristics of Chinese human society;In the process of network relationship strength influencing enterprise performance,both cooperative strategy and competitive strategy play a mediating effect,and the mediating effect of cooperative strategy is obviously greater than that of competitive strategy,which indicates that cooperation occupies a dominant position in the relationship between enterprises. The difference within the network significantly strengthened the positive relationship between the strength of network relationship and cooperative strategy,but the moderating effect on the relationship between the strength of network relationship and competitive strategy was not significant.The above empirical results show that Chinese manufacturing enterprises constitute a complex network of relationships. From the point of view of network strength,it can be roughly divided into strong relation network and weak relation network. Under the strong network relationship,enterprises should adopt the mode of strategic allocation which is mainly cooperative strategy and supplemented by competitive strategy. In the case of weak network relationship,the opposite strategic configuration should be adopted. In addition,enterprises should pay special attention to the role and influence of differences within the network when applying cooperation strategies,because the uniqueness and complementarity of resources caused by differences within the network will profoundly affect the cooperative relationship between enterprises. At the same time,the conclusion of this paper also shows that there is no pure competition strategy and cooperation strategy in reality. Enterprises should change their concepts,abandon the view of competition and cooperation as a one-dimensional construct,and adopt the view of competition and cooperation as a two-dimensional construct with mutual influence and different emphases,so as to better grasp the balance between competition and cooperation. The above research conclusions have a positive guiding significance and theoretical value for Chinese manufacturing enterprises to adopt correct competition and cooperation strategies and continuously improve enterprise performance.
引文
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[3]Singh,R.P.Entrepreneurial opportunity recognition through social networks[M].New York:Garland Publishing,2000.
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[5]杨俊,张玉利,杨晓非,赵英.关系强度、关系资源与新企业绩效---基于行为视角的实证研究[J].南开管理评论,2009,12(4):44-54.Yang Jun,Zhang Yuli,Yang Xiaofei,Zhao Ying.Strength of ties,network resources and new venture performance[J].Nankai Business Review,2009,12(4):44-54.
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[9]Choi T Y,Krause D R.The supply base and its complexity:Implications for transaction costs,risks,responsive-ness,and innovation[J].Journal of Operations Management,2006,24(5):637-652.
[10]谢洪明,张霞蓉,程聪,陈盈.网络关系强度、企业学习能力对技术创新的影响研究[J].科研管理,2012,33(2):55-62.Xie Hongming,Zhang Xiarong,Cheng Cong,Chen Ying.The impact of network ties strength and enterprises’learning capability on the technological innovation[J].Science Research Management,2012,33(2):55-62.
[11]谢卫红,李忠顺,屈喜凤,王永健.网络关系强度与企业技术创新关系实证研究[J].科学学与科学技术管理,2015,36(5):62-73.Xie Weihong,Li Zhongshun,Qu Xifeng,Wang Yongjian.An empirical study of the relationship between network tie and enterprise’s technological innovation[J].Science of Science and Management of S.&T.,2015,36(5):62-72.
[12]Ruby P.Lee,Extending the environment-strategy-performance framework:The roles of multinational corporation network strength,market responsiveness,and product innovation[J].Journal of International Marketing,2010,18(4):58-73.
[13]蔡宁,潘松挺.网络关系强度与企业技术创新模式的耦合性及其协同演化---以海正药业技术创新网络为例[J].中国工业经济,2008(4):137-144.Cai Ning,Pan Songting.The coupling relationship and synchrony evolving between strength of network tie andmode of innovation[J].China Industrial Economics,2008,241(4):137-144.
[14]王树祥,张明玉,郭琦.价值网络演变与企业网络结构升级[J].中国工业经济,2014(3):93-106.Wang Shuming,Zhang Mingyu,Guo Qi.Value networks’evolution and value network structure’s upgrade of entreprise[J].China Industrial Economics,2014,312(3):93-106.
[15]Nalebuff,Brandenburger.Co-opetition:A revolution mindset that combines competition and cooperation:The game theory strategy that’s changing the game of business[M].Crown Business,1997.
[16]Aihie Osarenkhoe,A study of inter-firm dynamics,between competition and cooperation-A coopetition strategy[J].Journal of Database Marketing&Customer Strategy Management,2010,17(3/4):201-221.
[17]任新建.企业竞合行为选择与绩效的关系研究[D].上海:复旦大学,2006:01-121.Ren Xinjian.Study on the relationship between the selection and performance of the enterprise competition behavior[D].Shanghai:Fudan Univercity,2006:01-121.
[18]Mario Anzures-García,Luz A.Sánchez-Gálvez,Miguel J.Hornos,and Patricia Paderewski-Rodríguez.A knowledge base for the development of collaborative applications[J].Engineering Letters,2015,23(2):816-948.
[19]Yuosre F.Badir and Gina Colarelli O’Connor.The formation of tie strength in a strategic alliance’s first,new product development project:The influence of project and partners’characteristics[J].J Prod Innov Manag,2015,32(1):154-169.
[20]Das T K,Teng B S.A resource-based theory of strategic alliances[J].Journal of Management,2000,26(1):31-61.
[21]Daniela Grudinschi et al.Creating value in networks:A value network mapping method for assessing the current and potential value networks in cross-sector collaboration[J].The Innovation Journal:The Public Sector Innovation Journal,2015,20(2):01-28.
[22]Yadong Luo,Oded Shenkar and Haresh Gurnani.Controlcooperation interfaces in global strategic alliances:A situational typology and strategic responses[J].Journal of International Business Studies,2008,39(3):428-453.
[23]Bengtsson M,Kock S."Coopetition"in business networks to cooperate and compete simultaneously[J].Industrial Marketing Management,2000,29(5):411-426.
[24]Umit Ozmel,Jeffrey J.Reuer,ranjay,gulati,signals across multiple networks:How venture capital and alliance networks affect interorganizational collaboration[J].Academy of Management Journal,2013,56(3):852-866.
[25]Nielsen,R.P.Cooperative strategy[J].Strategyic Management Journal,1988,9:475-492.
[26]Katsamakas E.Value network competition and information technology[J].Human Systems Management,2014,33(1):07-17.
[27]Xueming Luo,Rebecca J.Slotegraaf,&Xing Pan.Crossfunctional"coopetition":The simultaneous role of cooperation and competition within firms[J].Journal of Marketing,2006,70(2):67-80.
[28]Chunlei Wang et al.Knowledge networks,collaboration networks and exploratory innovation[J].Academy of Management Journal,2014,57(2):484-514.
[29]Mackinnon D P,Lockwood C M,Williams J.Confidence limits for the indirect effect:Distribution of the product and resampling methods[J].Multivariate Behavioral Research,2004,39(1):99-128.
[30]潘松挺,蔡宁.企业创新网络中关系强度的测量研究[J].中国软科学,2010,5(3):109-115.Pan Songting,Cai Ning.Enterprise innovation network relationship strength measurement research[J].China Soft Science,2010,5(3):109-115.
[31]Song M,Dyer B,Thieme R J.Conflict management and innovation performance:An integrated contingency perspective[J].Journal of the Academy of Marketing Science,2006,34(3):341-356.
[32]徐亮,张宗益,龙勇,周旭.竞合战略与技术创新绩效的实证研究[J].科研管理,2009,30(1):87-96.Xu Liang,Zhang Zongyi,Long Yong,Zhou Xu.An empirical study on coopetition strategy and technological innovation performance[J].Science Research Management,2009,30(1):87-96.
[33]李林蔚,江能前,郑志清.伙伴间竞合对联盟企业知识获取的影响研究[J].研究与发展管理,2014,26(6):33-42.Li Weilin,Jiang Qianneng,Zheng Zhiqing.A coopetition perspective on knowledge acquisition in strategic alliances[J].R&D Management,2014,26(6):33-42.
[34]Choi T Y,Krause D R.The supply base and its complexity:Implications for transaction costs,risks,responsiveness,and innovation[J].Journal of Operations Management,2006,24(5):637-652.
[35]党兴华,李雅丽,张巍.资源异质性对企业核心性形成的影响研究-基于技术创新网络的分析[J].科学学研究,2010,28(2):299-306.Dang Xinghua,Li Yali,Zhang Wei.The effect of resource heterogeneity and the core enterprise formed in technological innovation network[J].Studies in Science of Science,2010,28(2):299-306.
[36]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[37]Wen Z,Marsh H W,Hau K T,Structural equation models of latent interactions:An appropriate standardized solution and its scale free properties[J].Structural Equation Modeling,2010,17(1):01-22.
[2]Granovetter M S.The strength of weak ties[J].The American Journal of Sociology,1973,78(6):1360-1380.
[3]Singh,R.P.Entrepreneurial opportunity recognition through social networks[M].New York:Garland Publishing,2000.
[4]Coleman,J.S.Social capital in the creation of human capital[J].American Journal of Sociology,1988:S95-S120.
[5]杨俊,张玉利,杨晓非,赵英.关系强度、关系资源与新企业绩效---基于行为视角的实证研究[J].南开管理评论,2009,12(4):44-54.Yang Jun,Zhang Yuli,Yang Xiaofei,Zhao Ying.Strength of ties,network resources and new venture performance[J].Nankai Business Review,2009,12(4):44-54.
[6]彭伟,符正平.联盟网络、资源整合与高科技新创企业绩效关系研究[J].管理科学,2015,28(3):26-37.Peng Wei,Fu Zhengping.Formation mechanism of alliance network for new ventures:An empirical study[J].Journal of Management Science,2013,26(6):35-47.
[7]刘学元,丁雯婧,赵先德.企业创新网络中关系强度、吸收能力与创新绩效的关系研究[J].南开管理评论,2016,19(1):30-42.Liu Xueyuan,Ding Wenjing,Zhao Xiande.Firm’s strength of ties within innovation network,absorptive capacity and innovation performance in the Chinese manufacturing industries[J].Nankai Business Review,2016,19(1):30-42.
[8]Cohen,W.M.,Levinthal,D.A..Absorptive capacity:Anew perspective on learning and innovation[J].Administrative Science Quarterly,1990,35(1):128-152.
[9]Choi T Y,Krause D R.The supply base and its complexity:Implications for transaction costs,risks,responsive-ness,and innovation[J].Journal of Operations Management,2006,24(5):637-652.
[10]谢洪明,张霞蓉,程聪,陈盈.网络关系强度、企业学习能力对技术创新的影响研究[J].科研管理,2012,33(2):55-62.Xie Hongming,Zhang Xiarong,Cheng Cong,Chen Ying.The impact of network ties strength and enterprises’learning capability on the technological innovation[J].Science Research Management,2012,33(2):55-62.
[11]谢卫红,李忠顺,屈喜凤,王永健.网络关系强度与企业技术创新关系实证研究[J].科学学与科学技术管理,2015,36(5):62-73.Xie Weihong,Li Zhongshun,Qu Xifeng,Wang Yongjian.An empirical study of the relationship between network tie and enterprise’s technological innovation[J].Science of Science and Management of S.&T.,2015,36(5):62-72.
[12]Ruby P.Lee,Extending the environment-strategy-performance framework:The roles of multinational corporation network strength,market responsiveness,and product innovation[J].Journal of International Marketing,2010,18(4):58-73.
[13]蔡宁,潘松挺.网络关系强度与企业技术创新模式的耦合性及其协同演化---以海正药业技术创新网络为例[J].中国工业经济,2008(4):137-144.Cai Ning,Pan Songting.The coupling relationship and synchrony evolving between strength of network tie andmode of innovation[J].China Industrial Economics,2008,241(4):137-144.
[14]王树祥,张明玉,郭琦.价值网络演变与企业网络结构升级[J].中国工业经济,2014(3):93-106.Wang Shuming,Zhang Mingyu,Guo Qi.Value networks’evolution and value network structure’s upgrade of entreprise[J].China Industrial Economics,2014,312(3):93-106.
[15]Nalebuff,Brandenburger.Co-opetition:A revolution mindset that combines competition and cooperation:The game theory strategy that’s changing the game of business[M].Crown Business,1997.
[16]Aihie Osarenkhoe,A study of inter-firm dynamics,between competition and cooperation-A coopetition strategy[J].Journal of Database Marketing&Customer Strategy Management,2010,17(3/4):201-221.
[17]任新建.企业竞合行为选择与绩效的关系研究[D].上海:复旦大学,2006:01-121.Ren Xinjian.Study on the relationship between the selection and performance of the enterprise competition behavior[D].Shanghai:Fudan Univercity,2006:01-121.
[18]Mario Anzures-García,Luz A.Sánchez-Gálvez,Miguel J.Hornos,and Patricia Paderewski-Rodríguez.A knowledge base for the development of collaborative applications[J].Engineering Letters,2015,23(2):816-948.
[19]Yuosre F.Badir and Gina Colarelli O’Connor.The formation of tie strength in a strategic alliance’s first,new product development project:The influence of project and partners’characteristics[J].J Prod Innov Manag,2015,32(1):154-169.
[20]Das T K,Teng B S.A resource-based theory of strategic alliances[J].Journal of Management,2000,26(1):31-61.
[21]Daniela Grudinschi et al.Creating value in networks:A value network mapping method for assessing the current and potential value networks in cross-sector collaboration[J].The Innovation Journal:The Public Sector Innovation Journal,2015,20(2):01-28.
[22]Yadong Luo,Oded Shenkar and Haresh Gurnani.Controlcooperation interfaces in global strategic alliances:A situational typology and strategic responses[J].Journal of International Business Studies,2008,39(3):428-453.
[23]Bengtsson M,Kock S."Coopetition"in business networks to cooperate and compete simultaneously[J].Industrial Marketing Management,2000,29(5):411-426.
[24]Umit Ozmel,Jeffrey J.Reuer,ranjay,gulati,signals across multiple networks:How venture capital and alliance networks affect interorganizational collaboration[J].Academy of Management Journal,2013,56(3):852-866.
[25]Nielsen,R.P.Cooperative strategy[J].Strategyic Management Journal,1988,9:475-492.
[26]Katsamakas E.Value network competition and information technology[J].Human Systems Management,2014,33(1):07-17.
[27]Xueming Luo,Rebecca J.Slotegraaf,&Xing Pan.Crossfunctional"coopetition":The simultaneous role of cooperation and competition within firms[J].Journal of Marketing,2006,70(2):67-80.
[28]Chunlei Wang et al.Knowledge networks,collaboration networks and exploratory innovation[J].Academy of Management Journal,2014,57(2):484-514.
[29]Mackinnon D P,Lockwood C M,Williams J.Confidence limits for the indirect effect:Distribution of the product and resampling methods[J].Multivariate Behavioral Research,2004,39(1):99-128.
[30]潘松挺,蔡宁.企业创新网络中关系强度的测量研究[J].中国软科学,2010,5(3):109-115.Pan Songting,Cai Ning.Enterprise innovation network relationship strength measurement research[J].China Soft Science,2010,5(3):109-115.
[31]Song M,Dyer B,Thieme R J.Conflict management and innovation performance:An integrated contingency perspective[J].Journal of the Academy of Marketing Science,2006,34(3):341-356.
[32]徐亮,张宗益,龙勇,周旭.竞合战略与技术创新绩效的实证研究[J].科研管理,2009,30(1):87-96.Xu Liang,Zhang Zongyi,Long Yong,Zhou Xu.An empirical study on coopetition strategy and technological innovation performance[J].Science Research Management,2009,30(1):87-96.
[33]李林蔚,江能前,郑志清.伙伴间竞合对联盟企业知识获取的影响研究[J].研究与发展管理,2014,26(6):33-42.Li Weilin,Jiang Qianneng,Zheng Zhiqing.A coopetition perspective on knowledge acquisition in strategic alliances[J].R&D Management,2014,26(6):33-42.
[34]Choi T Y,Krause D R.The supply base and its complexity:Implications for transaction costs,risks,responsiveness,and innovation[J].Journal of Operations Management,2006,24(5):637-652.
[35]党兴华,李雅丽,张巍.资源异质性对企业核心性形成的影响研究-基于技术创新网络的分析[J].科学学研究,2010,28(2):299-306.Dang Xinghua,Li Yali,Zhang Wei.The effect of resource heterogeneity and the core enterprise formed in technological innovation network[J].Studies in Science of Science,2010,28(2):299-306.
[36]Baron R M,Kenny D A.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[37]Wen Z,Marsh H W,Hau K T,Structural equation models of latent interactions:An appropriate standardized solution and its scale free properties[J].Structural Equation Modeling,2010,17(1):01-22.