基于嵌入性网络视角的创新生态系统运行机制研究——以美国DARPA创新生态系统为例
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摘要
创新的研究和发展进入到了新阶段,创新生态系统成为一种崭新的创新范式,并日益受到理论与实践的重视。创新生态系统的研究主要从生态系统、网络嵌入性、价值创造、网络管理四个理论视角展开,其中,嵌入性(embeddedness)视角可以探讨行为主体嵌入生态系统运行并获取价值创造的过程。以美国国防高级研究计划局(DARPA)创新生态系统为案例,分析其运行过程中行为主体如何嵌入并获取创新生态系统价值的过程和机理,对中国的创新实践具有很强的启示与现实意义。
The innovative research and development has reached a new stage in which innovation ecosystem has become a new paradigm,and increasingly brought the attention to the theories and practices. Embedded innovation ecosystem that explores the participants how to maximize the use of embedment by the ecological system is the key to its success. This paper studies innovation ecosystem on the basis of relevant theories,clarifying the connotation of innovation ecosystem,boundary,structure,and from the perspective of embedment operation framew ork of innovation ecosystem is constructed,with the innovation of the Defense Advanced Research Projects Agency( DARPA) finally ecological system operation case brought about depth discussions and put forw ard the research conclusion and revelations.
The innovative research and development has reached a new stage in which innovation ecosystem has become a new paradigm,and increasingly brought the attention to the theories and practices. Embedded innovation ecosystem that explores the participants how to maximize the use of embedment by the ecological system is the key to its success. This paper studies innovation ecosystem on the basis of relevant theories,clarifying the connotation of innovation ecosystem,boundary,structure,and from the perspective of embedment operation framew ork of innovation ecosystem is constructed,with the innovation of the Defense Advanced Research Projects Agency( DARPA) finally ecological system operation case brought about depth discussions and put forw ard the research conclusion and revelations.
引文
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[39]Hallen B L,Eisenhardt K M.Catalyzing strategies and efficient tie formation:How entrepreneurial firms obtain investment ties.Academy of Management Journal,2012,55(1):35-70.
[40]Yli-Renko H,Autio E,Sapienza H J.Social capital,knowledge acquisition,and knowledge exploitation in young technology-based firms.Strategic Management Journal,2001,22(6-7):587-613.
[41]Wincent J,Anokhin S,rtqvist D,Autio E.Quality meets structure:Generalized reciprocity and firm-level advantage in strategic networks.Journal of Management Studies,2010,47(4):597-624.
[42]Porter M E.Competitive Advantage:Creating and Sustaining Superior Performance.New York:Free Press,1985.
[43]Nosella A,Petroni G.Multiple network leadership as a strategic asset:The Carlo Gavazzi Space case.Long Range Planning,2007,40(2):178-201.
[44]Wang P.An integrative framework for understanding the innovation ecosystem.Conference on Advancing the Study of Innovation&Globalisation in Organizations,2009.
[45]Yin R.Case Study Research:Design and Methods.Beverly Hills:Sage Publications,1994.
[46]Eisenhardt K M.Building theories from case study research.Academy of Management Review,1989,14(4):532-550.
[47]Rabelo R J,Bernus P.A holistic model of building innovation ecosystems.Ifac Symposium on Information Control Problems in Manufacturing,2015.
[48]Rabinovich E,Knemeyer A M,Mayer C M.Why do Internet commerce firms incorporate logistics service providers in their distribution channels?The role of transaction costs and network strength.Journal of Operations Management,2006,25(3):661-681.
[2]Lee C-M,Miller W,Hancock M,Rowen H(ed.)The Silicon Valley Edge:A Habitat for Innovation and Entrepreneurship.Stanford:Stanford University Press,2000.
[3]Hwang V,Mabogunje A.The new economics of innovation ecosystems.Stanford Social Innovation Review,2013,8(6):123-125.
[4]Rothwell R.Successful industrial innovation:Critical factors for the 1990s.R&D Management,1992,22(3):221-240.
[5]Duin H,Jaskov J,Hesmer A,Thoben K-D.Towards a Framework for Collaborative Innovation.Boston:Springer,2008.
[6]Chesbrough H W.Open Innovation:The New Imperative for Creating and Profiting form Technology.Boston:Harvard Business School Press,2003.
[7]Leydesdorff L,Meyer M.The triple helix of university-industry-government relations.Scientometrics,2003,58(2):191-203.
[8]Arnkil R,Jrvensivu A,Koski P,Piirainen T.Exploring quadruple helix:Outlining user-oriented innovation models.University of Tampere Working Paper,2010.
[9]李万、常静、王敏杰等:《创新3.0与创新生态系统》,《科学学研究》,2014年12期。
[10]Carayannis E G,Campbell D F J.Triple helix,quadruple helix and quintuple helix and how do knowledge,innovation and the environment relate to each other?A proposed framework for a transdisciplinary analysis of sustainable development and social ecology.International Journal of Social Ecology&Sustainable Development,2010,1(1):41-69.
[11]Jucevicius G,Grumadaite K.Smart development of innovation ecosystem.Procedia—Social and Behavioral Sciences,2014,156:125-129.
[12]Singer J G.Systems marketing for the information age.Mit Sloan Management Review,2006,48(1):95-96.
[13]Adner R,Kapoor R.Value creation in innovation ecosystems:How the structure of technological interdependence affects firm performance in new technology generations.Strategic Management Journal,2010,31(3):306-333.
[14]Burns L.Intel sees unified platform and ecosystem as key to enabling the digital home.Intel Developer Forum,San Francisco,2004.
[15]Neumann C,Srinivasan J.SAP in Asia-Pacific and India.In Neumann C,Srinivasan J(ed.)Managing Innovation from the Land of Ideas and Talent.Berlin Heidelberg:Springer-Verlag,2009.
[16]Moore J F.The Death of Competition:Leadership and Strategy in the Age of Business Ecosystems.New York:Harper Business,1996.
[17]Iansiti M,Levien R.Strategy as ecology.Harvard Business Review,2004,82(3):68-78,126.
[18]Adner R.Match your innovation strategy to your innovation ecosystem.Harvard Business Review,2006,84(4):98-107,148.
[19]梅亮、陈劲、刘洋:《创新生态系统:源起、知识演进和理论框架》,《科学学研究》,2014年12期。
[20]Tansley A G.The use and abuse of vegetational terms and concepts.Ecology,1935,16(3):284-307.
[21]Gulati R,Puranam P,Tushman M.Meta-organization design:Rethinking design in interorganizational and community contexts.Strategic Management Journal,2012,33:571-586.
[22]Teece D J.Explicating dynamic capabilities:The nature and microfoundations of(sustainable)enterprise performance.Strategic Management Journal,2007,28(13):1319-1350.
[23]Gawer A,Cusumano M A.Platform Leadership:How Intel,Microsoft,and Cisco Drive Industry Innovation.Boston:Harvard Business School Press,2002.
[24]Müller K,Svahn S.Role of knowledge in value creation in business nets.Journal of Management Studies,2006,43(5):985-1007.
[25]Anderson J C,Hkansson H,Johanson J.Dyadic business relationships within a business network context.Journal of Marketing,2006,58(4):1-15.
[26]Christensen C M,Rosenbloom R S.Explaining the attacker’s advantage:Technological paradigms,organizational dynamics,and the value network.Research Policy,1995,24(2):233-257.
[27]Stabell C B,FjeldstadD.Configuring value for competitive advantage:On chains,shops,and networks.Strategic Management Journal,1998,19(5):413-437.
[28]Normann R,Ramírez R.From value chain to value constellation:Designing interactive strategy.Harvard Business Review,1993,71(4):65-77.
[29]Dodgson M,Gann D,Phillips N.The Oxford Handbook of Innovation Management.Oxford:Oxford University Press,2014.
[30]Moore J F.Predators and prey:A new ecology of competition.Harvard Business Review,1999,71(3):75-86.
[31]Santos F M,Eisenhardt K M.Organizational boundaries and theories of organization.Organization Science,2005,16(5):491-508.
[32]Chesbrough H W,Appleyard M M.Open innovation and strategy.California Management Review,2007,50(1):57-76.
[33]Christopher M,Gaudenzi B.Exploiting knowledge across networks through reputation management.Industrial Marketing Management,2009,38(2):191-197.
[34]Jacobides M G,Knudsen T,Augier M.Benefiting from innovation:Value creation,value appropriation and the role of industry architectures.Research Policy,2006,35(8):1200-1221.
[35]Agerfalk,P J,Fitzgerald B.Outsourcing to an unknown workforce:Exploring opensourcing as a global sourcing strategy.MIS Quarterly,2008,32(2):385-409.
[36]Teece D J.Profiting from technological innovation:Implications for integration,collaboration,licensing and public policy.Research Policy,1993,15(6):285-305.
[37]Miles R E,Snow C C.Organization:New concepts for new forms.California Management Review,1986,28(3):62-73.
[38]Dyer J H,Kentaro N.Creating and managing a high-performance knowledge-sharing network:The Toyota case.Strategic Management Journal,2000,21(3):345-367.
[39]Hallen B L,Eisenhardt K M.Catalyzing strategies and efficient tie formation:How entrepreneurial firms obtain investment ties.Academy of Management Journal,2012,55(1):35-70.
[40]Yli-Renko H,Autio E,Sapienza H J.Social capital,knowledge acquisition,and knowledge exploitation in young technology-based firms.Strategic Management Journal,2001,22(6-7):587-613.
[41]Wincent J,Anokhin S,rtqvist D,Autio E.Quality meets structure:Generalized reciprocity and firm-level advantage in strategic networks.Journal of Management Studies,2010,47(4):597-624.
[42]Porter M E.Competitive Advantage:Creating and Sustaining Superior Performance.New York:Free Press,1985.
[43]Nosella A,Petroni G.Multiple network leadership as a strategic asset:The Carlo Gavazzi Space case.Long Range Planning,2007,40(2):178-201.
[44]Wang P.An integrative framework for understanding the innovation ecosystem.Conference on Advancing the Study of Innovation&Globalisation in Organizations,2009.
[45]Yin R.Case Study Research:Design and Methods.Beverly Hills:Sage Publications,1994.
[46]Eisenhardt K M.Building theories from case study research.Academy of Management Review,1989,14(4):532-550.
[47]Rabelo R J,Bernus P.A holistic model of building innovation ecosystems.Ifac Symposium on Information Control Problems in Manufacturing,2015.
[48]Rabinovich E,Knemeyer A M,Mayer C M.Why do Internet commerce firms incorporate logistics service providers in their distribution channels?The role of transaction costs and network strength.Journal of Operations Management,2006,25(3):661-681.