集团框架内子公司开放式创新研究
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摘要
开放式创新已成为理论界和实务界共同关注的热点话题,但鲜有研究从内外部网络的视角探索集团框架内子公司开放式创新的影响因素及作用效果。本文从网络视角出发,构建内外部网络与开放式创新的理论模型,并探讨不同类型开放式创新及其交互项对创新绩效的影响。研究表明:内向型和外向型开放式创新均能提升子公司创新绩效,且二者相互促进;集团内部网络和外部网络对子公司不同类型开放式创新的影响存在差异,内部网络对内向型开放式创新的促进作用更强,外部网络对外向型开放式创新的促进作用更强;在外向型开放创新的过程中,内部网络会强化外部网络的积极作用。
Open innovation has become a hot topic in both theoretical and practical circles,but few studies have explored the influence factors and effects of open innovation in the group framework from the perspective of internal and external networks. Business group plays a significant role in China,which is a consortium of interests of semiautonomous firms bound through multiplex ownership and social ties. Different from the standalones,the subsidiary has the characteristics of dual network,which means that it is not only able to cooperate with external stakeholders for innovation,but also rely on the group network for innovation practice. There is little research on how subsidiaries in business groups use their unique intranet advantages for open innovation.In this paper,from the perspective of network,we construct the theoretical model of internal and external network and open innovation,and discuss the influence of different types of open innovation and its interaction on innovation performance.Our research advances the existing literature in primary two ways. Firstly,we contribute to the literature about introverted and extroverted open innovation. Apart from the influence mechanism of introverted and extroverted open innovation on innovation performance,this paper also explored the interaction between the two types of innovation,which makes up for the deficiency of existing theoretical research. Secondly,the paper studies the difference and contingency of the influence of internal and external networks on the two types of open innovation under the business group framework,so as to further enrich the theoretical research on the innovation management of the group company. In addition,the research conclusions can provide reference for the implementation of the open innovation strategy of subsidiaries,and has important value for improving the innovation performance of subsidiaries and promoting the sustainable growth of business groups.Drawing on existing research,open innovation can be divided into introverted open innovation and extroverted open innovation. Introverted open innovation refers to the process of integrating external innovation resources into internal ones and absorbing,utilizing and commercializing them in a planned way,while extroverted open innovation refers to the process in which enterprises export their valuable innovation resources to the outside and authorize other subjects to absorb,integrate and commercialize. Data in this paper were obtained from a questionnaire survey conducted in 2017 to subsidiaries with R&D functions within the framework of national business groups,and 105 valid questionnaires were finally obtained. The research shows that: On the one hand,the introverted open innovation is positively correlated with the innovation performance of subsidiaries,which indicates that the introverted open innovation of subsidiaries promotes the improvement of innovation performance. Extroverted open innovation is also positively correlated with innovation performance,so the extroverted open innovation can promote the innovation performance of the subsidiary. What's more,the interaction coefficient between introverted open innovation and extroverted open innovation on innovation performance is significantly positive,indicating that introverted open innovation and extroverted open innovation promote each other in the process of improving the innovation performance of subsidiaries. On the other hand,the internal network is positively correlated with the introverted open innovation at the significance level of 1%,while the relationship between the external network and the introverted open innovation is not significant,indicating that the internal network has a better promotion effect on the introverted open innovation. Similarly,external network is positively correlated with extroverted open innovation,while the relationship between internal network and extroverted open innovation is not significant,indicating that external network has a better promoting effect on it. Finally,the interaction between the internal network and the external network was positively correlated with the extroverted open innovation at the significance level of 10%,indicating that the internal network would strengthen the positive role of the external network in the process of extroverted open innovation,but the regression coefficient between the interaction and the introverted open innovation did not pass the significance test. In a word,both introverted and extroverted open innovation can promote the innovation performance of the subsidiary and both of them can promote each other; internal network and external network of business groups play different promoting roles on the different types of open innovation of the subsidiary companies,the internal network plays a stronger role in promoting the introverted open innovation,while the external network plays a stronger role in promoting the extroverted open innovation; in the process of extroverted open innovation,the internal network will strengthen the positive role of external network.Based on the research conclusions,we can get the following enlightenment: firstly,enterprises should actively build a two-way open innovation platform. Enterprises should not only fully absorb and make use of the technology and knowledge of various external innovation subjects such as scientific research institutions,upstream and downstream enterprises and enterprises in the same industry,but also actively export internal innovation achievements for other enterprises in the group,alliance partners and other cooperation subjects. It can not only enhance the innovation enthusiasm and enthusiasm of R&D personnel inside the enterprise,form a good innovation organization atmosphere,but also build the industry standard based on the internal technology of the enterprise in the external market,and effectively alleviate the business risk caused by innovation failure. Secondly,while making full use of the internal network of the group,the subsidiaries should actively explore and embed the external network to build a network ecosystem. Network construction and management ability is the key ability for enterprises to achieve long-term development and growth in the context of increasingly fierce market competition and increasingly complex development environment.Open innovation is a complex strategic action,which means that enterprises need to be set into different types of network,and constantly improve the network process of cooperation,achieve rapid exchange of technology,make external advantageous resources into the internal of internal innovation. At the same time,enterprises should effectively embed in the industrial chain,integrate various resources,use the technological achievements of opening to the outside world for output and value creation,and enhance their own production and innovation capacity.
Open innovation has become a hot topic in both theoretical and practical circles,but few studies have explored the influence factors and effects of open innovation in the group framework from the perspective of internal and external networks. Business group plays a significant role in China,which is a consortium of interests of semiautonomous firms bound through multiplex ownership and social ties. Different from the standalones,the subsidiary has the characteristics of dual network,which means that it is not only able to cooperate with external stakeholders for innovation,but also rely on the group network for innovation practice. There is little research on how subsidiaries in business groups use their unique intranet advantages for open innovation.In this paper,from the perspective of network,we construct the theoretical model of internal and external network and open innovation,and discuss the influence of different types of open innovation and its interaction on innovation performance.Our research advances the existing literature in primary two ways. Firstly,we contribute to the literature about introverted and extroverted open innovation. Apart from the influence mechanism of introverted and extroverted open innovation on innovation performance,this paper also explored the interaction between the two types of innovation,which makes up for the deficiency of existing theoretical research. Secondly,the paper studies the difference and contingency of the influence of internal and external networks on the two types of open innovation under the business group framework,so as to further enrich the theoretical research on the innovation management of the group company. In addition,the research conclusions can provide reference for the implementation of the open innovation strategy of subsidiaries,and has important value for improving the innovation performance of subsidiaries and promoting the sustainable growth of business groups.Drawing on existing research,open innovation can be divided into introverted open innovation and extroverted open innovation. Introverted open innovation refers to the process of integrating external innovation resources into internal ones and absorbing,utilizing and commercializing them in a planned way,while extroverted open innovation refers to the process in which enterprises export their valuable innovation resources to the outside and authorize other subjects to absorb,integrate and commercialize. Data in this paper were obtained from a questionnaire survey conducted in 2017 to subsidiaries with R&D functions within the framework of national business groups,and 105 valid questionnaires were finally obtained. The research shows that: On the one hand,the introverted open innovation is positively correlated with the innovation performance of subsidiaries,which indicates that the introverted open innovation of subsidiaries promotes the improvement of innovation performance. Extroverted open innovation is also positively correlated with innovation performance,so the extroverted open innovation can promote the innovation performance of the subsidiary. What's more,the interaction coefficient between introverted open innovation and extroverted open innovation on innovation performance is significantly positive,indicating that introverted open innovation and extroverted open innovation promote each other in the process of improving the innovation performance of subsidiaries. On the other hand,the internal network is positively correlated with the introverted open innovation at the significance level of 1%,while the relationship between the external network and the introverted open innovation is not significant,indicating that the internal network has a better promotion effect on the introverted open innovation. Similarly,external network is positively correlated with extroverted open innovation,while the relationship between internal network and extroverted open innovation is not significant,indicating that external network has a better promoting effect on it. Finally,the interaction between the internal network and the external network was positively correlated with the extroverted open innovation at the significance level of 10%,indicating that the internal network would strengthen the positive role of the external network in the process of extroverted open innovation,but the regression coefficient between the interaction and the introverted open innovation did not pass the significance test. In a word,both introverted and extroverted open innovation can promote the innovation performance of the subsidiary and both of them can promote each other; internal network and external network of business groups play different promoting roles on the different types of open innovation of the subsidiary companies,the internal network plays a stronger role in promoting the introverted open innovation,while the external network plays a stronger role in promoting the extroverted open innovation; in the process of extroverted open innovation,the internal network will strengthen the positive role of external network.Based on the research conclusions,we can get the following enlightenment: firstly,enterprises should actively build a two-way open innovation platform. Enterprises should not only fully absorb and make use of the technology and knowledge of various external innovation subjects such as scientific research institutions,upstream and downstream enterprises and enterprises in the same industry,but also actively export internal innovation achievements for other enterprises in the group,alliance partners and other cooperation subjects. It can not only enhance the innovation enthusiasm and enthusiasm of R&D personnel inside the enterprise,form a good innovation organization atmosphere,but also build the industry standard based on the internal technology of the enterprise in the external market,and effectively alleviate the business risk caused by innovation failure. Secondly,while making full use of the internal network of the group,the subsidiaries should actively explore and embed the external network to build a network ecosystem. Network construction and management ability is the key ability for enterprises to achieve long-term development and growth in the context of increasingly fierce market competition and increasingly complex development environment.Open innovation is a complex strategic action,which means that enterprises need to be set into different types of network,and constantly improve the network process of cooperation,achieve rapid exchange of technology,make external advantageous resources into the internal of internal innovation. At the same time,enterprises should effectively embed in the industrial chain,integrate various resources,use the technological achievements of opening to the outside world for output and value creation,and enhance their own production and innovation capacity.
引文
[1]Chesbrough H W.Open Innovation:The new imperative for creating and profiting from technology[M].Brighton:Harvard Business Press,2005.
[2]Gassmann O.Opening up the innovation process:Towards an agenda[J].R&D Management,2006,36(3):223-228.
[3]Chesbrough H,Crowther A K.Beyond high tech:Early adopters of open innovation in other industries[J].R&d Management,2006,36(3):229-236.
[4]张振刚,陈志明,李云健.开放式创新、吸收能力与创新绩效关系研究[J].科研管理,2015,36(3):49-56.Zhang Zhengang,Chen Zhiming,Li Yunjian.A study on the relationship between open innovation,absorptive capacity and firm’s innovation performance[J].Science Research Management,2015,36(3):49-56.
[5]阳银娟,陈劲.开放式创新中市场导向对创新绩效的影响研究[J].科研管理,2015,36(3):103-110.Yang Yinjuan,Chen Jin.The relationship between market orientation and open innovation performance[J].Science Research Management,2015,36(3):103-110.
[6]江积海,蔡春花.联盟组合的结构特征对开放式创新的影响机理---瑞丰光电的案例研究[J].科学学研究,2014,32(9):1396-1404.Jiang Jihai,Cai Chunhua.Research on relationship between structure attributes of alliance portfolio and open innovation:Acase study of REFOND[J].Studies in Science of Science,2014,32(9):1396-1404.
[7]Walter A,Auer M,Ritter T.The impact of network capabilities and entrepreneurial orientation on university spin-off performance[J].Journal of Business Venturing,2006,21(4):541-567.
[8]Lichtenthaler U.Open innovation:Past research,current debates,and future directions[J].Academy of Management Perspectives,2011,25(1):75-93.
[9]李显君,钟领,王京伦,王巍.开放式创新与吸收能力对创新绩效影响---基于我国汽车企业的实证[J].科研管理,2018,39(1):45-52.Li Xianjun,Zhong Ling,Wang Jinglun,et al.Impact of open innovation and absorptive capacity on innovation performance:An empirical analysis of China’s auto firms[J].Science Research Management,2018,39(1):45-52.
[10]West J,Gallagher S.Challenges of open innovation:The paradox of firm investment in open-source software[J].R&DManagement,2010,36(3):319-331.
[11]Okamuro H,Kato M,Honjo Y.Determinants of R&D cooperation in Japanese start-ups[J].Research Policy,2011,40(5):728-738.
[12]West J,Bogers M.Leveraging external sources of innovation:A review of research on open innovation[J].Journal of Product Innovation Management,2014,31(4):814-831.
[13]Piller F,Schaller C,Walcher A,et al.Customers as co-designers:A framework for open innovation[J].German Ministry of Research,2003,12(4):90-105.
[14]Acha V,Cusmano L.Governance and co-ordination of distributed innovation processes:Patterns of R&D co-operation in the upstream petroleum industry[J].Economics of Innovation and New Technology,2005,14(1-2):1-21.
[15]Lichtenthaler U,Ernst H.Technology licensing strategies:The interaction of process and content characteristics[J].Strategic Organization,2009,7(2):183-221.
[16]高良谋,马文甲.开放式创新:内涵、框架与中国情境[J].管理世界,2014(6):157-169.Gao Liangmou,Ma Wenjia.Open innovation:Connotation,framework and Chinese situation[J].Management World,2014(6):157-169.
[17]姚铮,马超群,杨智,方二.制造业企业开放式创新中关键资源对新产品开发风险与市场绩效的影响机理研究[J].中国软科学,2013(6):111-118.Yao Zheng,Ma Chaoqun,Yang Zhi.Mechanism on impact of key resources on development risk and market performance of new product in open innovation in manufacturing enterprises[J].China Soft Science,2013(6):111-118.
[18]解学梅,吴永慧,赵杨.协同创新影响因素与协同模式对创新绩效的影响---基于长三角316家中小企业的实证研究[J].管理评论,2015,27(8):77-89.Xie Xuemei,Wu Yonghui,Zhao Yang.Effect of factors of collaborative innovation and collaborative modes on innovation performance:An empirical study based on 316 SMEs of Yangtze river delta[J].Management Review,2015,27(8):77-89.
[19]Granovetter M.Coase revisited:Business groups in the modern economy[J].Industrial&Corporate Change,1995,4(1):93-130.
[20]Tong C,Wong A,Kwok E Y.Major determinants affecting the autonomy of multi national corporation subsidiaries in China[J].Journal of Management Research,2011,4(4):1-33.
[21]Hansen M T.The search-transfer problem:The role of weak ties in sharing knowledge across organization subunits.[J].Administrative Science Quarterly,1999,44(1):82-111.
[22]任胜钢,宋迎春,王龙伟,曹裕.基于企业内外部网络视角的创新绩效多因素影响模型与实证研究[J].中国工业经济,2010(4):100-109.Ren Shenggang,Song Yingchun,Wang Longwei,Cao Yu.An empirical analysis on the multi-factors model of innovation performance---Based on internal and external networks perspective[J].China Industrial Economics,2010(4):100-109.
[23]Hitt M A,Duane R.The essence of strategic leadership:Managing human and social capital[J].Journal of Leadership&Organizational Studies,2002,9(1):307-18.
[24]Erickson C L,Jacoby S M.The effect of employer networks on workplace innovation and training[J].Industrial&Labor Relations Review,2003,56(2):203-223.
[25]Ritter T.A framework for analyzing interconnectedness of relationships[J].Industrial Marketing Management,2000,29(4):317-326.
[26]Khanna T,Rivkin J W.Interorganizational ties and business group boundaries:Evidence from an emerging economy[J].Organization Science,2006,17(3):333-352.
[27]Beers C V,Zand F.R&D Cooperation,partner diversity,and innovation performance:An empirical analysis[J].Journal of Product Innovation Management,2014,31(2):292-312.
[28]党兴华,常红锦.网络位置、地理临近性与企业创新绩效---一个交互效应模型[J].科研管理,2013,34(3):07-13+30.Dang Xinghua,Chang Hongjin.Network position,geographical proximity and innovation performance:An interactive effect model[J].Science Research Management,2013,34(3):07-13+30.
[29]Gammelgaard J,Mcdonald F,Stephan A,et al.The impact of increases in subsidiary autonomy and network relationships on performance[J].International Business Review,2012,21(6):1158-1172.
[30]Li Hy,Bingham JB,Umphress EE.Fairness from the Top:Perceived procedural justice and collaborative problem solving in new product development[J].Organization Science,2007,18(2):200-218.
[31]徐笑君.权力距离、不确定性规避对跨国公司总部知识转移的调节效应研究[J].经济管理,2010,32(1):61-68.Xu Xiaojun.Moderating effect of power distance and uncertainty avoidance on knowledge transferring of MNCs’headquarters[J].Business Management Journal,2010,32(1):61-68.
[32]陈志军,马鹏程,董美彤,郑丽.“凝心”能“协力”吗---母子公司文化控制、研发协同与子公司创新绩效关系研究[J].中国软科学,2018(4):102-112.Chen Zhijun,Ma Pengcheng,Dong Meitong,Zheng Li."Concentric"to"pull together":Cultural control of parent company,R&D collaboration between parent company and subsidiaries and subsidiaries’innovation performance[J].China Soft Science,2018(4):102-112.
[33]Olsen R A.Trust as risk and the foundation of investment value[J].The Journal of Socio-Economics,2008,37(6):2189-2200.
[34]Young S,Tavares A T.Centralization and autonomy:Back to the future[J].International Business Review,2004,13(2):215-237.
[2]Gassmann O.Opening up the innovation process:Towards an agenda[J].R&D Management,2006,36(3):223-228.
[3]Chesbrough H,Crowther A K.Beyond high tech:Early adopters of open innovation in other industries[J].R&d Management,2006,36(3):229-236.
[4]张振刚,陈志明,李云健.开放式创新、吸收能力与创新绩效关系研究[J].科研管理,2015,36(3):49-56.Zhang Zhengang,Chen Zhiming,Li Yunjian.A study on the relationship between open innovation,absorptive capacity and firm’s innovation performance[J].Science Research Management,2015,36(3):49-56.
[5]阳银娟,陈劲.开放式创新中市场导向对创新绩效的影响研究[J].科研管理,2015,36(3):103-110.Yang Yinjuan,Chen Jin.The relationship between market orientation and open innovation performance[J].Science Research Management,2015,36(3):103-110.
[6]江积海,蔡春花.联盟组合的结构特征对开放式创新的影响机理---瑞丰光电的案例研究[J].科学学研究,2014,32(9):1396-1404.Jiang Jihai,Cai Chunhua.Research on relationship between structure attributes of alliance portfolio and open innovation:Acase study of REFOND[J].Studies in Science of Science,2014,32(9):1396-1404.
[7]Walter A,Auer M,Ritter T.The impact of network capabilities and entrepreneurial orientation on university spin-off performance[J].Journal of Business Venturing,2006,21(4):541-567.
[8]Lichtenthaler U.Open innovation:Past research,current debates,and future directions[J].Academy of Management Perspectives,2011,25(1):75-93.
[9]李显君,钟领,王京伦,王巍.开放式创新与吸收能力对创新绩效影响---基于我国汽车企业的实证[J].科研管理,2018,39(1):45-52.Li Xianjun,Zhong Ling,Wang Jinglun,et al.Impact of open innovation and absorptive capacity on innovation performance:An empirical analysis of China’s auto firms[J].Science Research Management,2018,39(1):45-52.
[10]West J,Gallagher S.Challenges of open innovation:The paradox of firm investment in open-source software[J].R&DManagement,2010,36(3):319-331.
[11]Okamuro H,Kato M,Honjo Y.Determinants of R&D cooperation in Japanese start-ups[J].Research Policy,2011,40(5):728-738.
[12]West J,Bogers M.Leveraging external sources of innovation:A review of research on open innovation[J].Journal of Product Innovation Management,2014,31(4):814-831.
[13]Piller F,Schaller C,Walcher A,et al.Customers as co-designers:A framework for open innovation[J].German Ministry of Research,2003,12(4):90-105.
[14]Acha V,Cusmano L.Governance and co-ordination of distributed innovation processes:Patterns of R&D co-operation in the upstream petroleum industry[J].Economics of Innovation and New Technology,2005,14(1-2):1-21.
[15]Lichtenthaler U,Ernst H.Technology licensing strategies:The interaction of process and content characteristics[J].Strategic Organization,2009,7(2):183-221.
[16]高良谋,马文甲.开放式创新:内涵、框架与中国情境[J].管理世界,2014(6):157-169.Gao Liangmou,Ma Wenjia.Open innovation:Connotation,framework and Chinese situation[J].Management World,2014(6):157-169.
[17]姚铮,马超群,杨智,方二.制造业企业开放式创新中关键资源对新产品开发风险与市场绩效的影响机理研究[J].中国软科学,2013(6):111-118.Yao Zheng,Ma Chaoqun,Yang Zhi.Mechanism on impact of key resources on development risk and market performance of new product in open innovation in manufacturing enterprises[J].China Soft Science,2013(6):111-118.
[18]解学梅,吴永慧,赵杨.协同创新影响因素与协同模式对创新绩效的影响---基于长三角316家中小企业的实证研究[J].管理评论,2015,27(8):77-89.Xie Xuemei,Wu Yonghui,Zhao Yang.Effect of factors of collaborative innovation and collaborative modes on innovation performance:An empirical study based on 316 SMEs of Yangtze river delta[J].Management Review,2015,27(8):77-89.
[19]Granovetter M.Coase revisited:Business groups in the modern economy[J].Industrial&Corporate Change,1995,4(1):93-130.
[20]Tong C,Wong A,Kwok E Y.Major determinants affecting the autonomy of multi national corporation subsidiaries in China[J].Journal of Management Research,2011,4(4):1-33.
[21]Hansen M T.The search-transfer problem:The role of weak ties in sharing knowledge across organization subunits.[J].Administrative Science Quarterly,1999,44(1):82-111.
[22]任胜钢,宋迎春,王龙伟,曹裕.基于企业内外部网络视角的创新绩效多因素影响模型与实证研究[J].中国工业经济,2010(4):100-109.Ren Shenggang,Song Yingchun,Wang Longwei,Cao Yu.An empirical analysis on the multi-factors model of innovation performance---Based on internal and external networks perspective[J].China Industrial Economics,2010(4):100-109.
[23]Hitt M A,Duane R.The essence of strategic leadership:Managing human and social capital[J].Journal of Leadership&Organizational Studies,2002,9(1):307-18.
[24]Erickson C L,Jacoby S M.The effect of employer networks on workplace innovation and training[J].Industrial&Labor Relations Review,2003,56(2):203-223.
[25]Ritter T.A framework for analyzing interconnectedness of relationships[J].Industrial Marketing Management,2000,29(4):317-326.
[26]Khanna T,Rivkin J W.Interorganizational ties and business group boundaries:Evidence from an emerging economy[J].Organization Science,2006,17(3):333-352.
[27]Beers C V,Zand F.R&D Cooperation,partner diversity,and innovation performance:An empirical analysis[J].Journal of Product Innovation Management,2014,31(2):292-312.
[28]党兴华,常红锦.网络位置、地理临近性与企业创新绩效---一个交互效应模型[J].科研管理,2013,34(3):07-13+30.Dang Xinghua,Chang Hongjin.Network position,geographical proximity and innovation performance:An interactive effect model[J].Science Research Management,2013,34(3):07-13+30.
[29]Gammelgaard J,Mcdonald F,Stephan A,et al.The impact of increases in subsidiary autonomy and network relationships on performance[J].International Business Review,2012,21(6):1158-1172.
[30]Li Hy,Bingham JB,Umphress EE.Fairness from the Top:Perceived procedural justice and collaborative problem solving in new product development[J].Organization Science,2007,18(2):200-218.
[31]徐笑君.权力距离、不确定性规避对跨国公司总部知识转移的调节效应研究[J].经济管理,2010,32(1):61-68.Xu Xiaojun.Moderating effect of power distance and uncertainty avoidance on knowledge transferring of MNCs’headquarters[J].Business Management Journal,2010,32(1):61-68.
[32]陈志军,马鹏程,董美彤,郑丽.“凝心”能“协力”吗---母子公司文化控制、研发协同与子公司创新绩效关系研究[J].中国软科学,2018(4):102-112.Chen Zhijun,Ma Pengcheng,Dong Meitong,Zheng Li."Concentric"to"pull together":Cultural control of parent company,R&D collaboration between parent company and subsidiaries and subsidiaries’innovation performance[J].China Soft Science,2018(4):102-112.
[33]Olsen R A.Trust as risk and the foundation of investment value[J].The Journal of Socio-Economics,2008,37(6):2189-2200.
[34]Young S,Tavares A T.Centralization and autonomy:Back to the future[J].International Business Review,2004,13(2):215-237.