创新生态系统的核心企业创新悖论管理案例研究:双元能力视角
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摘要
本文以中航动力股份有限公司的航空发动机转包业务为案例研究对象,探讨创新生态系统的核心企业对创新悖论的管理。本研究发现有三点:(1)创新生态系统的核心企业从事复杂产品的利用式和探索式创新主要面临三类悖论,即创新战略的创新利润主导—可持续主导、创新方式的紧密连接—松散连接和创新驱动的纪律导向—激情导向。(2)上述创新悖论影响核心企业创新生态系统管理的战略目标、运营和组织边界。(3)创新生态系统的核心企业通过组建双元化的创新单元→强化创新的组织联结→实现创新的共创共享三个步骤构建创新悖论管理机制,在该机制建构过程中分别形成结构、协调和情境三种双元能力,并逐步化解不同的创新悖论。本文从组织双元能力视角揭示了创新生态系统的核心企业管理悖论的过程机理,并对指导航空企业早日实现以"中国心"助推"中国梦"之宏愿,具有较大的实践意义。
Taking subcontract business of Zhonghang AERO-ENGINE Co.,Ltd.( ZAEL) as a case study,this paper discusses the focal firm management of innovation paradoxes in innovation ecosystem. There are three findings through the case study. Firstly,we find three types of innovation paradoxical tensions when the focal firm of innovation ecosystem implements complex product development and manufacture,which includes the innovation strategy of profitable leading—sustainable leading,innovation modes of tight connection—loose connection,and innovation motivation of discipline orientation—passion orientation. Secondly,three types of the aforementioned innovation paradoxical tensions affect the focal firm to manage the innovation ecosystem paradox,such as strategic objects,operation and organization boundary. Thirdly,the focal firm constructs the management mechanism of innovation paradox through three steps,such as making the dual department of the product innovation,strengthening the internal and external organizations joint and realizing the co-creation and sharing of innovation value. Each step of the mechanism can develop an ambidexterity capacity,which is structural,coordinating and contextual capacity respectively,and then dissolves different innovation paradoxes. Based on the organizational ambidexterity capacity,this paper uncovers the process principle of the focal firm managing paradoxes in innovation ecosystem. Meanwhile,the research has important practical and valuable guidance for aircraft enterprises boosting the great aspiration of"China dream"through achieving the ambition of "Chinese heart".
Taking subcontract business of Zhonghang AERO-ENGINE Co.,Ltd.( ZAEL) as a case study,this paper discusses the focal firm management of innovation paradoxes in innovation ecosystem. There are three findings through the case study. Firstly,we find three types of innovation paradoxical tensions when the focal firm of innovation ecosystem implements complex product development and manufacture,which includes the innovation strategy of profitable leading—sustainable leading,innovation modes of tight connection—loose connection,and innovation motivation of discipline orientation—passion orientation. Secondly,three types of the aforementioned innovation paradoxical tensions affect the focal firm to manage the innovation ecosystem paradox,such as strategic objects,operation and organization boundary. Thirdly,the focal firm constructs the management mechanism of innovation paradox through three steps,such as making the dual department of the product innovation,strengthening the internal and external organizations joint and realizing the co-creation and sharing of innovation value. Each step of the mechanism can develop an ambidexterity capacity,which is structural,coordinating and contextual capacity respectively,and then dissolves different innovation paradoxes. Based on the organizational ambidexterity capacity,this paper uncovers the process principle of the focal firm managing paradoxes in innovation ecosystem. Meanwhile,the research has important practical and valuable guidance for aircraft enterprises boosting the great aspiration of"China dream"through achieving the ambition of "Chinese heart".
引文
[1]Kapoor R.,Lee J.M.Coordinating and Competing in Ecosystems:How Organizational Forms Shape New Technology Investments[J].Strategic Management Journal,2013,34(3):274-296
[2]Kiamehr M.,Hobday M.,Hamedi M.Latecomer Firm Strategies in Complex Product Systems(Co PS):The Case of Iran’s Thermal Electricity Generation Systems[J].Research Policy,2015,44(6):1240-1251
[3]庄敏.举全国之力,打赢航空发动机“翻身仗”——专访中国工程院院士刘大响[J].大飞机,2014,6:20-27
[4]Lou92 F.The Elusive Concept of Innovation for Schumpeter,Marschak and the Early Econometricians[J].Research Policy,2014,43(8):1442-1449
[5]Andriopoulos C.,Lewis M.W.Exploitation-Exploration Tensions and Organizational Ambidexterity:Managing Paradoxes of Innovation[J].Organization Science,2009,20(4):696-717
[6]Wareham J.,Fox P.B.,Cano Giner J.L.Technology Ecosystem Governance[J].Organization Science,2014,25(4):1195-1215
[7]Lauritzen G.D.The Role of Innovation Intermediaries in Firm-Innovation Community Collaboration:Navigating the Membership Paradox[J].Journal of Product Innovation Management,2017,34(3):289-314
[8]Gupta A.K.,Smith K.G.,Shalley C.E.The Interplay between Exploration and Exploitation[J].Academy of Management Journal,2006,49(4):693-706
[9]Harris A.S.Living with Paradox:An Introduction to Jungian Psychology[M].Belmont,CA:Wadsworth Publishing Company,1996
[10]Gregory R.W.,Keil M.,Muntermann J.,et al.Paradoxes and the Nature of Ambidexterity in IT Transformation Programs[J].Information Systems Research,2015,26(1):57-80
[11]Hanna N.K.E-commerce as a Techno-managerial Innovation Ecosystem:Policy Implications[J].Journal of Innovation Management,2016,4(1):4-10
[12]Romano A.,Passiante G.,Del Vecchio P.,et al.The Innovation Ecosystem as Booster for the Innovative Entrepreneurship in the Smart Specialisation Strategy[J].International Journal of Knowledge-Based Development,2014,5(3):271-288
[13]Adner R.,Kapoor R.Value Creation in Innovation Ecosystems:How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations[J].Strategic Management Journal,2010,31(3):306-333
[14]Ritala P.,Almpanopoulou A.In Defense of‘eco’in Innovation Ecosystem[J].Technovation,2017,60(2):39-42
[15]Estrin J.Closing the Innovation Gap:Reigniting the Spark of Creativity in a Global Economy[M].New York:Mcgraw Hill Professional,2008
[16]Rohrbeck R.,H9lzle K.,GemNden H.G.Opening up for Competitive Advantage——How Deutsche Telekom Creates an Open Innovation Ecosystem[J].R&D Management,2009,39(4):420-430
[17]Carayannis E.G.,Campbell D.F.Mode 3 Knowledge Production in Quadruple Helix Innovation Systems[M].New York:Springer New York,2012
[18]Nambisan S.,Sawhney M.Orchestration Processes in Network-Centric Innovation:Evidence from the Field[J].The Academy of Management Perspectives,2011,25(3):40-57
[19]Adner R.,Kapoor R.Innovation Ecosystems and the Pace of Substitution:Re-examining Technology S-curves[J].Strategic Management Journal,2015,37(4):625-648
[20]曾国屏,苟尤钊,刘磊.从“创新系统”到“创新生态系统”[J].科学学研究,2013,1(6):4-12
[21]孙冰,徐晓菲,姚洪涛.基于MLP框架的创新生态系统演化研究[J].科学学研究,2016,34(8):1244-1254
[22]欧阳桃花,胡京波,李洋,等.DFH小卫星复杂产品创新生态系统的动态演化研究:战略逻辑和组织合作适配性视角[J].管理学报,2015,12(4):546-557
[23]Duncan R.B.The Ambidextrous Organization:Designing Dual Structures for Innovation[J].The Management of Organization,1976,10(1):167-188
[24]Stettner U.,Lavie D.Ambidexterity under Scrutiny:Exploration and Exploitation Via Internal Organization,Alliances,and Acquisitions[J].Strategic Management Journal,2014,35(13):1903-1929
[25]Du W.,Pan S.L.,Zuo M.How to Balance Sustainability and Profitability in Technology Organizations:An Ambidextrous Perspective[J].IEEE Transactions on Engineering Management,2013,60(2):366-385
[26]Wei Z.,Yi Y.,Guo H.Organizational Learning Ambidexterity,Strategic Flexibility,and New Product Development[J].Journal of Product Innovation Management,2014,31(4):832-847
[27]O’Reilly C.A.,Tushman M.L.Organizational Ambidexterity:Past,Present,and Future[J].The Academy of Management Perspectives,2013,27(4):324-338
[28]Pellegrinelli S.,Murray-Webster R.,Turner N.Facilitating Organizational Ambidexterity through the Complementary Use of Projects and Programs[J].International Journal of Project Management,2015,33(1):153-164
[29]Tushman M.L.O’Reilly C.A.Winning through Innovation:A Practical Guide to Leading Organizational Change and Renewal[M].Massachusetts:Harvard Business Press,2013
[30]Khanagha S.,Volberda H.,Oshri I.Business Model Renewal and Ambidexterity:Structural Alteration and Strategy Formation Process during Transition to a Cloud Business Model[J].R&D Management,2014,44(3):322-340
[31]Güttel W.H.,Konlechner S.W.,Trede J.K.Standardized Individuality Versus Individualized Standardization:The Role of the Context in Structurally Ambidextrous Organizations[J].Review of Managerial Science,2015,9(2):261-284
[32]Jansen J.J.P.,Tempelaar M.P.,Van Den Bosch F.A.J.,et al.Structural Differentiation and Ambidexterity:The Mediating Role of Integration Mechanisms[J].Organization Science,2009,20(4):797-811
[33]周俊,薛求知.组织双元性的培育与效应:组织学习视角[J].科研管理,2014,35(2):87-93
[34]焦豪.双元型组织竞争优势的构建路径:基于动态能力理论的实证研究[J].管理世界,2011,26(11):76-91
[35]欧阳桃花,崔争艳,张迪,等.多层级双元能力的组合促进高科技企业战略转型研究——以联想移动为案例[J].管理评论,2016,28(1):219-228
[36]陈彦亮,高闯.基于组织双元能力的惯例复制机制研究[J].中国工业经济,2014,(10):147-159
[37]吕一博,韩少杰,苏敬勤,等.大学驱动型开放式创新生态系统的构建研究[J].管理评论,2017,29(4):68-82
[38]丁玲,吴金希.核心企业与商业生态系统的案例研究:互利共生与捕食共生战略[J].管理评论,2017,29(7):244-257
[39]陈伟,周文,郎益夫.集聚结构、中介性与集群创新网络抗风险能力研究——以东北新能源汽车产业集群为例[J].管理评论,2015,27(10):204-217
[40]宋晶,孙永磊.合作创新网络能力的形成机理研究——影响因素探索和实证分析[J].管理评论,2016,28(3):67-75
[41]毛基业,苏芳.案例研究的理论贡献——中国企业管理案例与质性研究论坛(2015)综述[J].管理世界,2016,31(2):128-132
[42]Eisenhardt K.M.,Graebner M.E.,Sonenshein S.Grand Challenges and Inductive Methods:Rigor Without Rigor Mortis[J].Academy of Management Journal,2016,59(4):1113-1123
[43]Eisenhardt K.M.,Graebner M.E.Theory Building from Cases:Opportunities and Challenges[J].Academy of Management Journal,2007,50(1):25-32
[44]Yin R.K.Case Study Research:Design and Methods[M].London:Sage Publications,2013
[45]Pan S.L.,Tan B.Demystifying Case Research:A Structured-pragmatic-situational(SPS)Approach to Conducting Case Studies[J].Information and Organization,2011,21(3):161-176
[46]陈光.航空发动机结构设计分析[M].北京:北京航空航天大学出版社,2014
[47]Gregory R.W.,Keil M.,Muntermann J.,et al.Paradoxes and the Nature of Ambidexterity in IT Transformation Programs[J].Information Systems Research,2015,26(1):57-80
[48]Lin H.E.,Mcdonough E.F.Cognitive Frames,Learning Mechanisms,and Innovation Ambidexterity[J].Journal of Product Innovation Management,2014,31(S1):170-188
[49]Li P.P.The Unique Value of Yin-Yang Balancing:A Critical Response[J].Management and Organization Review,2014,10(2):321-332
[50]方昌德.航空发动机的发展研究[M].北京:航空工业出版社,2009
[51]Turner N.,Swart J.,Maylor H.Mechanisms for Managing Ambidexterity:A Review and Research Agenda[J].International Journal of Management Reviews,2013,15(3):317-332
[52]Lin H.E.,Mc Donough E.F.Cognitive Frames,Learning Mechanisms,and Innovation Ambidexterity[J].Journal of Product Innovation Management,2014,31(S1):170-188
[53]Wang Z.,Huang J.,Tan B.Managing Organizational Identity in the E-commerce Industry:An Ambidexterity Perspective[J].Information&Management,2013,50(8):673-683
(1)“中航动力”2009年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893/nc.shtml,2010-03-20。
(2)西安航空发动机(集团)有限公司(简称西航集团)前身为国营红旗机械厂,于1957年兴建,是中国大中型军民用航空发动机研制生产重要基地。1998年3月12日,完成改制并更名为西航集团。
(3)“中航动力”2013年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893,2014-03-28。
(4)“中航动力”2014年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893/nc.shtml,2015-03-28。
(5)民用航空发动机的零件是组成机械和机器的不可分拆的单个制件,包括轴、盘、环、封严件和机匣等;部件由多个相邻组件连接形成的结构件或单元体,主要包括风扇、压气机、燃烧室、涡轮和喷尾管等。
(6)意大利艾维欧公司(AVIO)是一家有着百余年历史的世界知名企业,以生产航空宇航产品为主。
(7)LEAP发动机是未来航空运营市场的核心发动机,是以绿色环保、节能降耗为宗旨而研发的新一代发动机,将成为世界上最成功的民用航空发动机CFM56的替代机型,是未来30年的主流发动机之一。
[2]Kiamehr M.,Hobday M.,Hamedi M.Latecomer Firm Strategies in Complex Product Systems(Co PS):The Case of Iran’s Thermal Electricity Generation Systems[J].Research Policy,2015,44(6):1240-1251
[3]庄敏.举全国之力,打赢航空发动机“翻身仗”——专访中国工程院院士刘大响[J].大飞机,2014,6:20-27
[4]Lou92 F.The Elusive Concept of Innovation for Schumpeter,Marschak and the Early Econometricians[J].Research Policy,2014,43(8):1442-1449
[5]Andriopoulos C.,Lewis M.W.Exploitation-Exploration Tensions and Organizational Ambidexterity:Managing Paradoxes of Innovation[J].Organization Science,2009,20(4):696-717
[6]Wareham J.,Fox P.B.,Cano Giner J.L.Technology Ecosystem Governance[J].Organization Science,2014,25(4):1195-1215
[7]Lauritzen G.D.The Role of Innovation Intermediaries in Firm-Innovation Community Collaboration:Navigating the Membership Paradox[J].Journal of Product Innovation Management,2017,34(3):289-314
[8]Gupta A.K.,Smith K.G.,Shalley C.E.The Interplay between Exploration and Exploitation[J].Academy of Management Journal,2006,49(4):693-706
[9]Harris A.S.Living with Paradox:An Introduction to Jungian Psychology[M].Belmont,CA:Wadsworth Publishing Company,1996
[10]Gregory R.W.,Keil M.,Muntermann J.,et al.Paradoxes and the Nature of Ambidexterity in IT Transformation Programs[J].Information Systems Research,2015,26(1):57-80
[11]Hanna N.K.E-commerce as a Techno-managerial Innovation Ecosystem:Policy Implications[J].Journal of Innovation Management,2016,4(1):4-10
[12]Romano A.,Passiante G.,Del Vecchio P.,et al.The Innovation Ecosystem as Booster for the Innovative Entrepreneurship in the Smart Specialisation Strategy[J].International Journal of Knowledge-Based Development,2014,5(3):271-288
[13]Adner R.,Kapoor R.Value Creation in Innovation Ecosystems:How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations[J].Strategic Management Journal,2010,31(3):306-333
[14]Ritala P.,Almpanopoulou A.In Defense of‘eco’in Innovation Ecosystem[J].Technovation,2017,60(2):39-42
[15]Estrin J.Closing the Innovation Gap:Reigniting the Spark of Creativity in a Global Economy[M].New York:Mcgraw Hill Professional,2008
[16]Rohrbeck R.,H9lzle K.,GemNden H.G.Opening up for Competitive Advantage——How Deutsche Telekom Creates an Open Innovation Ecosystem[J].R&D Management,2009,39(4):420-430
[17]Carayannis E.G.,Campbell D.F.Mode 3 Knowledge Production in Quadruple Helix Innovation Systems[M].New York:Springer New York,2012
[18]Nambisan S.,Sawhney M.Orchestration Processes in Network-Centric Innovation:Evidence from the Field[J].The Academy of Management Perspectives,2011,25(3):40-57
[19]Adner R.,Kapoor R.Innovation Ecosystems and the Pace of Substitution:Re-examining Technology S-curves[J].Strategic Management Journal,2015,37(4):625-648
[20]曾国屏,苟尤钊,刘磊.从“创新系统”到“创新生态系统”[J].科学学研究,2013,1(6):4-12
[21]孙冰,徐晓菲,姚洪涛.基于MLP框架的创新生态系统演化研究[J].科学学研究,2016,34(8):1244-1254
[22]欧阳桃花,胡京波,李洋,等.DFH小卫星复杂产品创新生态系统的动态演化研究:战略逻辑和组织合作适配性视角[J].管理学报,2015,12(4):546-557
[23]Duncan R.B.The Ambidextrous Organization:Designing Dual Structures for Innovation[J].The Management of Organization,1976,10(1):167-188
[24]Stettner U.,Lavie D.Ambidexterity under Scrutiny:Exploration and Exploitation Via Internal Organization,Alliances,and Acquisitions[J].Strategic Management Journal,2014,35(13):1903-1929
[25]Du W.,Pan S.L.,Zuo M.How to Balance Sustainability and Profitability in Technology Organizations:An Ambidextrous Perspective[J].IEEE Transactions on Engineering Management,2013,60(2):366-385
[26]Wei Z.,Yi Y.,Guo H.Organizational Learning Ambidexterity,Strategic Flexibility,and New Product Development[J].Journal of Product Innovation Management,2014,31(4):832-847
[27]O’Reilly C.A.,Tushman M.L.Organizational Ambidexterity:Past,Present,and Future[J].The Academy of Management Perspectives,2013,27(4):324-338
[28]Pellegrinelli S.,Murray-Webster R.,Turner N.Facilitating Organizational Ambidexterity through the Complementary Use of Projects and Programs[J].International Journal of Project Management,2015,33(1):153-164
[29]Tushman M.L.O’Reilly C.A.Winning through Innovation:A Practical Guide to Leading Organizational Change and Renewal[M].Massachusetts:Harvard Business Press,2013
[30]Khanagha S.,Volberda H.,Oshri I.Business Model Renewal and Ambidexterity:Structural Alteration and Strategy Formation Process during Transition to a Cloud Business Model[J].R&D Management,2014,44(3):322-340
[31]Güttel W.H.,Konlechner S.W.,Trede J.K.Standardized Individuality Versus Individualized Standardization:The Role of the Context in Structurally Ambidextrous Organizations[J].Review of Managerial Science,2015,9(2):261-284
[32]Jansen J.J.P.,Tempelaar M.P.,Van Den Bosch F.A.J.,et al.Structural Differentiation and Ambidexterity:The Mediating Role of Integration Mechanisms[J].Organization Science,2009,20(4):797-811
[33]周俊,薛求知.组织双元性的培育与效应:组织学习视角[J].科研管理,2014,35(2):87-93
[34]焦豪.双元型组织竞争优势的构建路径:基于动态能力理论的实证研究[J].管理世界,2011,26(11):76-91
[35]欧阳桃花,崔争艳,张迪,等.多层级双元能力的组合促进高科技企业战略转型研究——以联想移动为案例[J].管理评论,2016,28(1):219-228
[36]陈彦亮,高闯.基于组织双元能力的惯例复制机制研究[J].中国工业经济,2014,(10):147-159
[37]吕一博,韩少杰,苏敬勤,等.大学驱动型开放式创新生态系统的构建研究[J].管理评论,2017,29(4):68-82
[38]丁玲,吴金希.核心企业与商业生态系统的案例研究:互利共生与捕食共生战略[J].管理评论,2017,29(7):244-257
[39]陈伟,周文,郎益夫.集聚结构、中介性与集群创新网络抗风险能力研究——以东北新能源汽车产业集群为例[J].管理评论,2015,27(10):204-217
[40]宋晶,孙永磊.合作创新网络能力的形成机理研究——影响因素探索和实证分析[J].管理评论,2016,28(3):67-75
[41]毛基业,苏芳.案例研究的理论贡献——中国企业管理案例与质性研究论坛(2015)综述[J].管理世界,2016,31(2):128-132
[42]Eisenhardt K.M.,Graebner M.E.,Sonenshein S.Grand Challenges and Inductive Methods:Rigor Without Rigor Mortis[J].Academy of Management Journal,2016,59(4):1113-1123
[43]Eisenhardt K.M.,Graebner M.E.Theory Building from Cases:Opportunities and Challenges[J].Academy of Management Journal,2007,50(1):25-32
[44]Yin R.K.Case Study Research:Design and Methods[M].London:Sage Publications,2013
[45]Pan S.L.,Tan B.Demystifying Case Research:A Structured-pragmatic-situational(SPS)Approach to Conducting Case Studies[J].Information and Organization,2011,21(3):161-176
[46]陈光.航空发动机结构设计分析[M].北京:北京航空航天大学出版社,2014
[47]Gregory R.W.,Keil M.,Muntermann J.,et al.Paradoxes and the Nature of Ambidexterity in IT Transformation Programs[J].Information Systems Research,2015,26(1):57-80
[48]Lin H.E.,Mcdonough E.F.Cognitive Frames,Learning Mechanisms,and Innovation Ambidexterity[J].Journal of Product Innovation Management,2014,31(S1):170-188
[49]Li P.P.The Unique Value of Yin-Yang Balancing:A Critical Response[J].Management and Organization Review,2014,10(2):321-332
[50]方昌德.航空发动机的发展研究[M].北京:航空工业出版社,2009
[51]Turner N.,Swart J.,Maylor H.Mechanisms for Managing Ambidexterity:A Review and Research Agenda[J].International Journal of Management Reviews,2013,15(3):317-332
[52]Lin H.E.,Mc Donough E.F.Cognitive Frames,Learning Mechanisms,and Innovation Ambidexterity[J].Journal of Product Innovation Management,2014,31(S1):170-188
[53]Wang Z.,Huang J.,Tan B.Managing Organizational Identity in the E-commerce Industry:An Ambidexterity Perspective[J].Information&Management,2013,50(8):673-683
(1)“中航动力”2009年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893/nc.shtml,2010-03-20。
(2)西安航空发动机(集团)有限公司(简称西航集团)前身为国营红旗机械厂,于1957年兴建,是中国大中型军民用航空发动机研制生产重要基地。1998年3月12日,完成改制并更名为西航集团。
(3)“中航动力”2013年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893,2014-03-28。
(4)“中航动力”2014年年度报告[EB/OL].http://finance.sina.com.cn/realstock/company/sh600893/nc.shtml,2015-03-28。
(5)民用航空发动机的零件是组成机械和机器的不可分拆的单个制件,包括轴、盘、环、封严件和机匣等;部件由多个相邻组件连接形成的结构件或单元体,主要包括风扇、压气机、燃烧室、涡轮和喷尾管等。
(6)意大利艾维欧公司(AVIO)是一家有着百余年历史的世界知名企业,以生产航空宇航产品为主。
(7)LEAP发动机是未来航空运营市场的核心发动机,是以绿色环保、节能降耗为宗旨而研发的新一代发动机,将成为世界上最成功的民用航空发动机CFM56的替代机型,是未来30年的主流发动机之一。