联盟组合构型网络动态演化研究
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摘要
联盟组合为焦点企业及合作伙伴的发展创造了丰富的成长路径,提高了企业的竞争优势。现有研究对联盟构型网络的结构、资源冗余性、路径联系与"网络效应"之间的关系,缺乏系统性、动态性的分析。本文围绕焦点企业,结合社会网络及纵向案例研究方法以大唐移动TD-LTE联盟组合为研究对象;探讨了联盟组合构型网络形成的动因、演化特征和路径;提炼了联盟组合构型网络动态演化框架。研究表明:联盟组合内的资源异质性与构型网络多样化密切相关。随着构型网络的规模扩大、路径依赖的增加,会导致整体网络效率的下降,收益递减。而不同阶段焦点企业的控制治理策略选择、网络的拓展与重构能有效提高联盟组合"网络效应"。
In this study,we examine the evolutionary dynamics of Alliance Portfolio Configuration Network( APCN) and investigate the structural characteristics constructs that include diversity,partner,functional and management. This research focuses on focal firms,using social network analysis and longitudinal case analysis to create measure for DT Mobile TD- LTE APCN. Firstly,we try to explain the motivation of enterprises which enter or establish Alliance Portfolio. And then,we investigate the effects of structural,connectedness,and dynamic changes in synergies on the performance of APCN. Finally,on the basis of this research,we summarize the evolutionary framework of APCN. Our findings suggest that configuration diversity in an alliance portfolio will provide broadened resources,learning benefits when resources and information are shared across networks. The results also indicate that there was a negative relationship between network effect and network size inter- linked. Moreover,different control strategies and reconstruction of networks based on the optimal match of evolution cycle under focal firm is the one showing the best results to improve the effect of networks.
In this study,we examine the evolutionary dynamics of Alliance Portfolio Configuration Network( APCN) and investigate the structural characteristics constructs that include diversity,partner,functional and management. This research focuses on focal firms,using social network analysis and longitudinal case analysis to create measure for DT Mobile TD- LTE APCN. Firstly,we try to explain the motivation of enterprises which enter or establish Alliance Portfolio. And then,we investigate the effects of structural,connectedness,and dynamic changes in synergies on the performance of APCN. Finally,on the basis of this research,we summarize the evolutionary framework of APCN. Our findings suggest that configuration diversity in an alliance portfolio will provide broadened resources,learning benefits when resources and information are shared across networks. The results also indicate that there was a negative relationship between network effect and network size inter- linked. Moreover,different control strategies and reconstruction of networks based on the optimal match of evolution cycle under focal firm is the one showing the best results to improve the effect of networks.
引文
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[19]白鸥,魏江.技术型与专业型服务业创新网络治理机制研究[J].科研管理,2016,37(1):11-19.Bai Ou,Wei Jiang.A comparative case study of the innovation network governance of technical and professional services[J].Science Research Management,2016,37(1):11-19.
[20]Gulati R,Sytch M.Dependence asymmetry and joint dependence in interorganizational relationships:Effects of embeddedness on a manufacturer’s performance in procurement relationships[J].Administrative Science Quarterly,2007,52(1):32-69.
[21]Faems D,Janssens M,Neyens I.Alliance portfolios and innovation performance connecting structural and managerial perspectives[J].Group&Organization Management,2012,37(2):241-268.
[22]Bos B,Faems D,Leten B,et al.Alliance portfolio diversity and technological diversification within firms:An empirical exploration of the pharmaceutical industry[J].Innovation and Management,2012.
[23]Rowley T,Behrens D,Krackhardt D.Redundant governance structures:An analysis of structural and relational embeddedness in the steel and semiconductor industries[J].Strategic Management Journal,2000,21(3):369-386.
[24]Zaheer A,Bell G G.Benefiting from network position:Firm capabilities,structural holes,and performance[J].Strategic Management Journal,2005,26(9):809-825.
[25]Ahuja G.Collaboration networks,structural holes,and innovation:A longitudinal study[J].Administrative Science Quarterly,2000,45(3):425-455.
[26]Capaldo A.Network structure and innovation:The leveraging of a dual network as a distinctive relational capability[J].Strategic Management Journal,2007,28(6):585-608.
[27]刘树新,季新生,刘彩霞,等.一种信息传播促进网络增长的网络演化模型[J].物理学报,2014,63(15):158902-158902.Liu Shuxin,Ji Xinsheng,Liu Caixia et al.A complex network evolution model for network growth promoted by information transmission[J]Acta Physica Sinica,2014,63(15):158902-158902.
[28]Schendel D.Evolutionary perspectives on strategy[J].Strategic Management Journal,1996,17(S1):1-4.
[29]Eisenhardt K M.Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[30]彭新敏,吴晓波,吴东.基于二次创新动态过程的企业网络与组织学习平衡模式演化——海天1971-2010年纵向案例研究[J].管理世界,2011(4):138-149.Peng Xinmin,Wu Xiaobo,Wu Dong.The evolution of enterprise networks based on the dynamic process of the second innovation and the evolution of the balance model of the organizational learning-A case study on Haitian in 1971~2010[J].Management World,2011(4):138-149.
[2]George G,Zahra S A,Wheatley K K,et al.The effects of alliance portfolio characteristics and absorptive capacity on performance:A study of biotechnology firms[J].The Journal of High Technology Management Research,2001,12(2):205-226.
[3]Hoffmann W H.Strategies for managing a portfolio of alliances[J].Strategic Management Journal,2007,28(8):827-856.
[4]Lavie D.Alliance portfolios and firm performance:A study of value creation and appropriation in the US software industry[J].Strategic Management Journal,2007,28(12):1187-1212.
[5]Neirotti P,Paolucci E.Assessing the strategic value of information technology:An analysis on the insurance sector[J].Information&Management,2007,44(6):568-582.
[6]Kearns G S,Sabherwal R.Antecedents and consequences of information systems planning integration[J].Engineering Management,IEEE Transactions on,2007,54(4):628-643.
[7]Forbes D P,Kirsch D A.The study of emerging industries:Recognizing and responding to some central problems[J].Journal of Business Venturing,2011,26(5):589-602.
[8]Harrison J S,Hitt M A,Hoskisson R E,et al.Resource complementarity in business combinations:Extending the logic to organizational alliances[J].Journal of management,2001,27(6):679-690.
[9]Duysters G,Heimeriks K H,Lokshin B,et al.Do firms learn to manage alliance portfolio diversity?The diversity-performance relationship and the moderating effects of experience and capability[J].European Management Review,2012,9(3):139-152.
[10]徐建中,武建龙.联盟组合研究述评[J].软科学,2013,27(7):118-122.Xu Jianzhong,Wu Jianlong.Review and comment on alliance portfolio[J].Soft Science,2013,27(7):118-122.
[11]徐二明,徐凯.资源互补对机会主义和战略联盟绩效的影响研究[J].管理世界,2012(1):93-103.Xu Erming,Xu Kai.A study on the effect of the resources complementarily on opportunism and the performance of the strategic alliance[J].Management World,2012(1):93-103.
[12]范如国.复杂网络结构范型下的社会治理协同创新[J].中国社会科学,2014(4):6.Fan Rugou.Collaborative innovation in social governance in a complex network structural paradigm[J].Social Sciences in China,2014(4):6.
[13]Dittrich K,Duysters G.Networking as a means to strategy change:The case of open innovation in mobile telephony[J].Journal of Product Innovation Management,2007,24(6):510-521.
[14]Gulati R,Khanna T,Nohria N.Unilateral commitments and the importance of process in alliances[J].MIT Sloan Management Review,1994,35(3):61.
[15]Uzzi B.Social structure and competition in interfirm networks:The paradox of embeddedness[J].Administrative Science Quarterly,1997:35-67.
[16]Granovetter M.Problems of explanation in economic sociology[J].Networks and organizations:Structure,form,and action,1992,25:56.
[17]党兴华,孙永磊.技术创新网络位置对网络惯例的影响研究-以组织间信任为中介变量[J].科研管理,2013,34(4):1-8.Dang Xinghua,Sun Yonglei.Impact of technological innovation network position on network routines:Taking inter-organizational trust as a mediative variable[J]Science ResearchManagement,2013,34(4):1-8.
[18]Dussauge P,Garrette B,Mitchell W.Learning from competing partners:Outcomes and durations of scale and link alliances in Europe,North America and Asia[J].Strategic Management Journal,2000,21(2):99-126.
[19]白鸥,魏江.技术型与专业型服务业创新网络治理机制研究[J].科研管理,2016,37(1):11-19.Bai Ou,Wei Jiang.A comparative case study of the innovation network governance of technical and professional services[J].Science Research Management,2016,37(1):11-19.
[20]Gulati R,Sytch M.Dependence asymmetry and joint dependence in interorganizational relationships:Effects of embeddedness on a manufacturer’s performance in procurement relationships[J].Administrative Science Quarterly,2007,52(1):32-69.
[21]Faems D,Janssens M,Neyens I.Alliance portfolios and innovation performance connecting structural and managerial perspectives[J].Group&Organization Management,2012,37(2):241-268.
[22]Bos B,Faems D,Leten B,et al.Alliance portfolio diversity and technological diversification within firms:An empirical exploration of the pharmaceutical industry[J].Innovation and Management,2012.
[23]Rowley T,Behrens D,Krackhardt D.Redundant governance structures:An analysis of structural and relational embeddedness in the steel and semiconductor industries[J].Strategic Management Journal,2000,21(3):369-386.
[24]Zaheer A,Bell G G.Benefiting from network position:Firm capabilities,structural holes,and performance[J].Strategic Management Journal,2005,26(9):809-825.
[25]Ahuja G.Collaboration networks,structural holes,and innovation:A longitudinal study[J].Administrative Science Quarterly,2000,45(3):425-455.
[26]Capaldo A.Network structure and innovation:The leveraging of a dual network as a distinctive relational capability[J].Strategic Management Journal,2007,28(6):585-608.
[27]刘树新,季新生,刘彩霞,等.一种信息传播促进网络增长的网络演化模型[J].物理学报,2014,63(15):158902-158902.Liu Shuxin,Ji Xinsheng,Liu Caixia et al.A complex network evolution model for network growth promoted by information transmission[J]Acta Physica Sinica,2014,63(15):158902-158902.
[28]Schendel D.Evolutionary perspectives on strategy[J].Strategic Management Journal,1996,17(S1):1-4.
[29]Eisenhardt K M.Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[30]彭新敏,吴晓波,吴东.基于二次创新动态过程的企业网络与组织学习平衡模式演化——海天1971-2010年纵向案例研究[J].管理世界,2011(4):138-149.Peng Xinmin,Wu Xiaobo,Wu Dong.The evolution of enterprise networks based on the dynamic process of the second innovation and the evolution of the balance model of the organizational learning-A case study on Haitian in 1971~2010[J].Management World,2011(4):138-149.