组织遗忘、突破式创新与组织绩效研究——基于冗余资源的调节作用
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摘要
构建了组织遗忘、冗余资源、突破式创新和组织绩效的概念模型,以我国中部省份155家主要地市企业为调查样本,运用PLS-SEM和PROCESS工具实证分析了突破式创新在组织遗忘和组织绩效之间的部分中介作用和冗余资源的负向调节作用。结果表明:组织遗忘对组织绩效具有正向作用,突破式创新在两者之间起到了部分中介作用;冗余资源对组织遗忘与组织绩效之间的间接关系起负向调节作用,并且组织遗忘对组织绩效之间的间接关系只有在冗余资源水平比较低的情况下才比较显著。
This paper sets up a theoretical model integrating organizational unlearning( OU),slack resources( SLR),radical innovation outcomes( IP) and organizational performance( OP). And it tests a series of research hypotheses on the relationship of them by data comes from a sample of 155 firms in Henan province and PLS-SEM model. Results shows that,firstly,OU has a positive effect on OP and IP demonstrates a partial mediating effect on the relationship between OU and OP. Secondly,SLR has a negative moderating effect on the indirect effects on the relationship between OU and OP,IO partially mediates OU influence on OP,except when SLR values are large. Result can guide managers to establish policies that foster unlearning,allow for new knowledge,and enable radical innovation,which may in turn enhance firm performance.
This paper sets up a theoretical model integrating organizational unlearning( OU),slack resources( SLR),radical innovation outcomes( IP) and organizational performance( OP). And it tests a series of research hypotheses on the relationship of them by data comes from a sample of 155 firms in Henan province and PLS-SEM model. Results shows that,firstly,OU has a positive effect on OP and IP demonstrates a partial mediating effect on the relationship between OU and OP. Secondly,SLR has a negative moderating effect on the indirect effects on the relationship between OU and OP,IO partially mediates OU influence on OP,except when SLR values are large. Result can guide managers to establish policies that foster unlearning,allow for new knowledge,and enable radical innovation,which may in turn enhance firm performance.
引文
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[2]Akgun Ali,Lynn.Antecedents and Consequences of Unlearning in New Product Development Teams[J].Journal of Product Innovation Management,2006,23(1):73-88.
[3]Hamel G,Prahad C K.Competing for the Future[J].Harvard Business Review,1994,72(4):122-130.
[4]Tsang E,Zahra S A,Organizational Unlearning[J].Human Relations,2008,61(10):1435-1462.
[5]Kuo Pin Yang,Christine Chou.How Unlearning Affects Radical Innovation:The Dynamics of Social Capital and Slack Resources[J].Technological Forecasting and Social Change,2014,87(9):152-163.
[6]Juan Gabriel,Cegarra Navarro,Sanchez M.Linking the Individual Forgetting Context with Customer Capital from a Seller's Perspective[J].Journal of the Operational Research Society,2008,59(12):1614-1623.
[7]Peter S P Wong,Mary Hardie.The Effect of Unlearning on Organisational Learning Behaviour and Performance in Construction Contracting Organisations[J].International Journal of Project Organisation and Management,2014,6(3):197-214.
[8]卢艳秋,赵英鑫,崔月慧,等.组织忘记与创新绩效:战略柔性的中介作用[J],科研管理,2014,35(3):58-65.
[9]Xiangyang Wang,Yanqiu Lu,Yingxin Zhao,et al.Organisational Unlearning,Organisational Flexibility and Innovation Capability:An Empirical Study of SMEs in China[J].International Journal of Technology Management,2013,61(2):132-155.
[10]Keeble D,Wilkinson F.Collective Learning and Knowledge Development in the Evolution of Regional Clusters of High Technology SMEs in Europe[J].Regional Studies,1999,33(4):295-303.
[11]G.Hsu,M.T.Hannan,Identities,Genres,and Organizational Forms[J].Management Science.2005,16(5):474-490.
[12]Mishina Y,Pollock T G.Are More Resources always better for Growth?Resource Stickiness in Market and Product Expansion[J].Strategic Management Journal,2004,25(12):1179-1197
[13]Hambrick D C,Snow C C.A.Contextual Model of Strategic Decision Making in Organizations[J].Academy of Management Proceedings,1977(1):109-122.