颠覆式创新视角下后发企业价值网络演变路径
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摘要
在后发企业进行创新追赶时,推动企业价值网络演变逐渐成为其开展颠覆式创新的重要方式。本文基于价值网络理论,将颠覆式创新划分为进入期、追赶期和破坏期。进一步研究发现,价值网络演变聚焦于市场、技术和合作关系三要素,颠覆式创新视角下后发企业的价值网络演变主要经历识别组建、迭代更新和拓展深化等过程。最后,本文借助小米手机案例探讨了后发企业开展颠覆式创新过程中进行价值网络组建和升级的具体路径。随着颠覆式创新的阶段性演变,后发企业应围绕市场和技术的互动关系制定价值网络演变应对策略,通过强化合作关系促进价值网络融合以构筑庞大的企业生态系统,增强企业的核心竞争力。
In the pursuit of innovation capability,evolving the value network has been becoming a predominant way for latecomer firms to facilitate disruptive innovation. Based on the theory of value network,the process of disruptive innovation is divided into three phases: entering,catching up,and disruption. Further research in this area demonstrates that the development of value network focuses on market,technology and cooperation,and the evolution of the latecomer firms' value network,from the perspective of disruptive innovation,mainly goes through a series of processes including identification,iteration and deepening. Finally,this paper contributes to current discussions of how to configure and upgrade the value network in the process of disruptive innovation by an in-depth case study of Xiaomi mobile phone. In particular,with the gradual evolution of disruptive innovation,the latecomer firms should develop strategies of value network evolvement around the interactive relationship between the market and technology,and promote the integration of the value network through strengthening the cooperation to orchestra the huge enterprise ecosystem and strengthen their core competitiveness.
In the pursuit of innovation capability,evolving the value network has been becoming a predominant way for latecomer firms to facilitate disruptive innovation. Based on the theory of value network,the process of disruptive innovation is divided into three phases: entering,catching up,and disruption. Further research in this area demonstrates that the development of value network focuses on market,technology and cooperation,and the evolution of the latecomer firms' value network,from the perspective of disruptive innovation,mainly goes through a series of processes including identification,iteration and deepening. Finally,this paper contributes to current discussions of how to configure and upgrade the value network in the process of disruptive innovation by an in-depth case study of Xiaomi mobile phone. In particular,with the gradual evolution of disruptive innovation,the latecomer firms should develop strategies of value network evolvement around the interactive relationship between the market and technology,and promote the integration of the value network through strengthening the cooperation to orchestra the huge enterprise ecosystem and strengthen their core competitiveness.
引文
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[18]李维安,林润辉,范建红.网络治理研究前沿与述评[J].南开管理评论,2014,17(5):42-53.
[19]周江华,仝允桓,李纪珍.基于金字塔底层(Bo P)市场的破坏性创新——针对山寨手机行业的案例研究[J].管理世界,2012,(2):112-130.
[20]张枢盛,陈继祥.颠覆性创新演进、机理及路径选择研究[J].商业经济与管理,2013,1(5):39-48.
[21] Klenner P,Hüsig S,Dowling M. Ex-ante evaluation of disruptive susceptibility in established value networks—when are markets ready for disruptive innovations?[J]. Research Policy, 2013, 42(4):914-927.
[22]臧树伟,李平.基于破坏性创新的后发企业市场进入时机选择[J].科学学研究,2016,34(1):122-131.
[23]潘松挺,杨大鹏.企业生态圈战略选择与生态优势构建[J].科技进步与对策,2017,34(21):80-87.
[2] Christensen C M,Raynor M,Mcdonald R. What is disruptive innovation?[J]. Harvard Business Review,2015,93(12):44-53.
[3] Schmidt G M,Druehl C T. When is a disruptive innovation disruptive?[J]. Journal of Product Innovation Management,2008,25(4):347-369.
[4] Adner R. When are technologies disruptive? A demand-based view of the emergence of competition[J]. Strategic Management Journal,2010,23(8):667-688.
[5]张枢盛,陈继祥.颠覆式创新演进、机理及路径选择研究[J].商业经济与管理,2013,(5):39-48.
[6]李平,臧树伟.基于破坏性创新的后发企业竞争优势构建路径分析[J].科学学研究,2015,33(2):295-303.
[7] Wessel M,Christensen C M. Surviving disruption[J].Harvard Business Review,2012,90(12):56-64.
[8] Christensen C M. The ongoing process of building a theory of disruption[J]. Journal of Product Innovation Management,2006,23(1):39-55.
[9] Gilbert C. The disruption opportunity[J]. Sloan Management Review,2003,44(4):27-32.
[10]冯灵,余翔.中国高铁破坏性创新路径探析[J].科研管理,2015,36(10):77-84.
[11]吴佩,姚亚伟,陈继祥.后发企业颠覆性创新最新研究进展与展望[J].软科学,2016,30(9):108-111.
[12] Zott C,Amit R. The business model:A theoretically anchored robust construct for strategic analysis[J].Strategic Organization,2013,11(4):403-411.
[13] Han Y. Evolution of global value ahains and policies selection based on value chains:Discussion of industrial countermeasures between the Chinese mainland and Taiwan[J]. Taiwan Studies,2017,(3):61-67.
[14] Slywotzky A. The Art of Profitability[M]. Mercer Management Cordulting,2002.
[15] Srinivas S,Wu Z C,D'Agati V,et al. Dominant effects of RET receptor misexpression and ligand-independent RET signaling on ureteric bud development[J]. Development,1999,126(7):1375.
[16] Spring M,Aurora L. Beyond the service factory:Service innovation in manufacturing networks[J]. Industrial Marketing Management,2013,42(1):59-70.
[17] Rabellotti R. The resilience of clusters in the context of increasing globalization:The basque wind energy value chain[J]. European Planning Studies,2013,21(7):989-1006.
[18]李维安,林润辉,范建红.网络治理研究前沿与述评[J].南开管理评论,2014,17(5):42-53.
[19]周江华,仝允桓,李纪珍.基于金字塔底层(Bo P)市场的破坏性创新——针对山寨手机行业的案例研究[J].管理世界,2012,(2):112-130.
[20]张枢盛,陈继祥.颠覆性创新演进、机理及路径选择研究[J].商业经济与管理,2013,1(5):39-48.
[21] Klenner P,Hüsig S,Dowling M. Ex-ante evaluation of disruptive susceptibility in established value networks—when are markets ready for disruptive innovations?[J]. Research Policy, 2013, 42(4):914-927.
[22]臧树伟,李平.基于破坏性创新的后发企业市场进入时机选择[J].科学学研究,2016,34(1):122-131.
[23]潘松挺,杨大鹏.企业生态圈战略选择与生态优势构建[J].科技进步与对策,2017,34(21):80-87.