依托组织核心能力的开放式创新模式选择
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摘要
基于企业长期核心能力视角,从研发实体层面研究组织创新模式选择的影响因素及机理。通过对中国东阿阿胶和日本山九株式会社的双案例研究,发现组织核心能力包括能力支点和能力外围两个层次,这使得组织内部往往同时存在多种创新模式;而组织对不同创新模式的选择正是其核心能力间动态转化的外围表现:封闭式创新、开放式创新分别在能力支点、能力外围表现出更强的适应性,更进一步,开放式创新的深度创新、广度创新模式分别适应于较高进入门槛的"专有能力外围"和低进入门槛的"群聚能力外围"。相比于现有的侧重于组织战略和决策分析的创新理论,该基于核心能力层次的创新框架能从较微观层面打开创新模式选择"黑箱",更深入的解释组织的创新行为。
From the long- term core competence perspective of organizations,this paper studies the impact factors and mechanism for organizational innovation model selection. Through two case studies of Dong- E E- Jiao Company in China and SANKYU in Japan,two- level core competences are identified which are Capability Pivot( CPT) and Capability Perimeter( CPR). As multiple innovation models commonly exist within single organization,the selection of innovation model shows the transformation of core competences. Close innovation and open innovation associate with CPT and CPR respectively. Innovation depth and innovation breadth are suitable to high- threshold exclusive competence periphery and low- threshold cluster competence periphery respectively. In comparison to currently innovation theory focusing on organizational strategy and decision making analysis,this core competence level of analysis framework opens the black box for innovation model selection in a micro level,therefore it gives underline explanation of organizational innovation behaviors.
From the long- term core competence perspective of organizations,this paper studies the impact factors and mechanism for organizational innovation model selection. Through two case studies of Dong- E E- Jiao Company in China and SANKYU in Japan,two- level core competences are identified which are Capability Pivot( CPT) and Capability Perimeter( CPR). As multiple innovation models commonly exist within single organization,the selection of innovation model shows the transformation of core competences. Close innovation and open innovation associate with CPT and CPR respectively. Innovation depth and innovation breadth are suitable to high- threshold exclusive competence periphery and low- threshold cluster competence periphery respectively. In comparison to currently innovation theory focusing on organizational strategy and decision making analysis,this core competence level of analysis framework opens the black box for innovation model selection in a micro level,therefore it gives underline explanation of organizational innovation behaviors.
引文
[1]Chesbrough H,Vanhaverbeke W,West J.Open innovation:Researching a new paradigm[M].Oxford university press,2006.
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[15]Keupp M M,Gassmann O.Determinants and archetype users of open innovation[J].R&d Management,2009,39(4):331-341.
[16]Prahalad C K,Hamel G.The core competence of the corporation[J].Boston(Ma),1990,1990:235-256.
[17]王毅,陈劲.企业核心能力:理论溯源与逻辑结构剖析[J].管理科学学报,2000,3(3):24-32.Wang Yi,Chen Jin.Core competence of corporation:Theory sources and logical structure[J].Journal of Management Sciences in China,2000,3(3):24-32.
[18]李淑燕,孙锐.国外开放式创新研究学术群探析——基于作者共被引分析[J].科研管理,2016,5(2):10-18.Li Shuyan,Sun Rui,An analysis of foreign open innovation schools based on author co-citation analysis[J].Science Research Management,2016,5(2):10-18.
[19]Eisenhardt K M.Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[20]Yin R K.Applications of case study research[M].Sage,2011.
[21]Eisenhardt K M,Graebner M E.Theory building from cases:opportunities and challenges[J].Academy of management journal,2007,50(1):25-32.
[22]Chiaroni D,Chiesa V,Frattini F.Unravelling the process from closed to open innovation:Evidence from mature,asset-intensive industries[J].R&D Management,2010,40(3):222-245.
[23]陈劲,吴航,金珺.企业如何实施开放式创新:组织变革的视角[J].中国地质大学学报(社会科学版),2012(1):74-80.Chen Jin,Wu Hang,Jin Jun.How firms implement open innovation:From the perspective of organization change[J].Journal of China University of Geosciences(Social Sciences Edition),2012(1):74-80.
[24]Gassmann O,Enkel E,Chesbrough H.The future of open innovation[J].R&D Management,2010,40(3):213-221.
[25]Felin T,Zenger T R.Closed or open innovation?Problem solving and the governance choice[J].Research Policy,2014,43(5):914-925.
[26]Saebi T,Foss N J.Business models for open innovation:Matching heterogenous open innovation strategies with business model dimensions[J].European Management Journal,2015,33:201-213.
[27]Hsieh K,Tidd J.Open versus closed new service development:The influences of project novelty[J].Technovation,2012,32(11):600-608.
[28]Laursen K,Salter A.The paradox of openness:Appropriability and the use of external sources of knowledge for innovation[C].2005.
[2]葛秋萍,辜胜祖.开放式创新的国内外研究现状及展望[J].科研管理,2011,32(5):43-48.Ge Qiuping,Gu Shengzu.Status quo of domestic and international research and forecast for the open innovation[J].Science Research Management,2011,32(5):43-48.
[3]Huizingh E K.Open innovation:State of the art and future perspectives[J].Technovation,2011,31(1):2-9.
[4]Lichtenthaler U,Lichtenthaler E.A capability‐based framework for open innovation:Complementing absorptive capacity[J].Journal of Management Studies,2009,46(8):1315-1338.
[5]Dahlander L,Gann D M.How open is innovation?[J].Research policy,2010,39(6):699-709.
[6]Gassmann O,Enkel E.Towards a theory of open innovation:Three core process archetypes[C].2004.
[7]Laursen K,Salter A.Open for innovation:The role of openness in explaining innovation performance among UK manufacturing firms[J].Strategic management journal,2006,27(2):131-150.
[8]Abulrub A G,Lee J.Open innovation management:Challenges and prospects[J].Procedia-Social and Behavioral Sciences,2012,41:130-138.
[9]马文甲,高良谋.开放度与创新绩效的关系研究——动态能力的调节作用[J].科研管理,2016,37(2):47-54.Ma Wenjia,Gao Liangmou.A research on the relationship between openness and innovation performance:The moderating role of dynamic capabilities[J].Science Research Management,2016,37(2):47-54.
[10]Schuhmacher A,Germann P,Trill H,et al.Models for open innovation in the pharmaceutical industry[J].Drug discovery today,2013,18(23):1133-1137.
[11]Gassmann O.Opening up the innovation process:Towards anagenda[J].R&d Management,2006,36(3):223-228.
[12]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.
[13]De Jong J P,Van De Vrande V,Vanhaverbeke W,et al.Open innovation in SMEs:Trends,motives and management challenges[J].Scales Research Reports H,2008,200819.
[14]Bianchi M,Cavaliere A,Chiaroni D,et al.Organisational modes for open innovation in the bio-pharmaceutical industry:An exploratory analysis[J].Technovation,2011,31(1):22-33.
[15]Keupp M M,Gassmann O.Determinants and archetype users of open innovation[J].R&d Management,2009,39(4):331-341.
[16]Prahalad C K,Hamel G.The core competence of the corporation[J].Boston(Ma),1990,1990:235-256.
[17]王毅,陈劲.企业核心能力:理论溯源与逻辑结构剖析[J].管理科学学报,2000,3(3):24-32.Wang Yi,Chen Jin.Core competence of corporation:Theory sources and logical structure[J].Journal of Management Sciences in China,2000,3(3):24-32.
[18]李淑燕,孙锐.国外开放式创新研究学术群探析——基于作者共被引分析[J].科研管理,2016,5(2):10-18.Li Shuyan,Sun Rui,An analysis of foreign open innovation schools based on author co-citation analysis[J].Science Research Management,2016,5(2):10-18.
[19]Eisenhardt K M.Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[20]Yin R K.Applications of case study research[M].Sage,2011.
[21]Eisenhardt K M,Graebner M E.Theory building from cases:opportunities and challenges[J].Academy of management journal,2007,50(1):25-32.
[22]Chiaroni D,Chiesa V,Frattini F.Unravelling the process from closed to open innovation:Evidence from mature,asset-intensive industries[J].R&D Management,2010,40(3):222-245.
[23]陈劲,吴航,金珺.企业如何实施开放式创新:组织变革的视角[J].中国地质大学学报(社会科学版),2012(1):74-80.Chen Jin,Wu Hang,Jin Jun.How firms implement open innovation:From the perspective of organization change[J].Journal of China University of Geosciences(Social Sciences Edition),2012(1):74-80.
[24]Gassmann O,Enkel E,Chesbrough H.The future of open innovation[J].R&D Management,2010,40(3):213-221.
[25]Felin T,Zenger T R.Closed or open innovation?Problem solving and the governance choice[J].Research Policy,2014,43(5):914-925.
[26]Saebi T,Foss N J.Business models for open innovation:Matching heterogenous open innovation strategies with business model dimensions[J].European Management Journal,2015,33:201-213.
[27]Hsieh K,Tidd J.Open versus closed new service development:The influences of project novelty[J].Technovation,2012,32(11):600-608.
[28]Laursen K,Salter A.The paradox of openness:Appropriability and the use of external sources of knowledge for innovation[C].2005.