摘要
中国制造企业在为中国经济的高速发展做出巨大贡献的同时，也面临着全球金融危机背景下国内外市场变化而带来的一系列挑战，保持中国制造企业的竞争力和可持续发展，是无数企业家、政府官员和学者共同关注的问题。大规模定制被认为是一种企业有效应对市场变化、提高竞争力的一种运营模式，可以有效提高中国制造企业的竞争力。这是一种综合利用大规模生产技术、柔性技术和先进生产技术，用接近大规模生产的成本、产量和交货周期实现一定范围的产品定制，并通过不断拓展定制范围来满足不同客户定制需求的一种运营模式。研究企业大规模定制能力的形成机理，即企业如何用接近大规模生产的成本生产定制产品，并且同时满足交货周期、成本控制和产量规模的能力，有助于企业成功地实施大规模定制，从而为企业赢得竞争优势。
本研究支持以下观点，即中国制造企业是在内生增长因素先天不足的条件下，通过不断学习掌握市场上较为先进的技术和管理，从而不断提升企业能力，最终获得竞争优势。基于以上认识，本研究以中国制造企业为研究对象，从外部学习的研究视角，通过实证研究的方式，分析中国制造企业的大规模定制能力形成路径，研究和分析企业的客户、供应商和竞争对手等利害相关者对企业大规模定制能力建设的影响，以此揭示中国制造企业竞争力形成机理。从国内外现有研究来看，目前尚未发现有相关的实证研究，因此，研究成果既有助于丰富相关的管理理论，也有助于指导中国制造企业的实践。
本研究采用理论研究、案例研究和实证研究相结合的方式开展研究工作。案例研究采用双案例研究的方式；理论研究和案例研究的结果用于构建研究模型，作为实证研究的基础。实证研究采用问卷调查作为数据收集的手段，以珠三角地区制造企业为主要研究对象，以企业为分析单位，共发放了745份问卷，回收有效答卷204份，最终回收率为27.4%；有效回收问卷中，88%的答卷人具有总经理或部门经理的头衔；在此基础上利用结构方程对概念模型和研究假设进行了检验。研究结果表明：（1）外部学习——无论是客户学习、供应商学习还是竞争对手学习——对大规模定制能力都没有直接的显著作用；（2）定制知识应用在客户学习、供应商学习、竞争对手学习与大规模定制能力之间起到显著的完全中介作用；（3）生产流程改进在供应商学习、竞争对手学习与大规模定制能力之间起到显著的完全中介作用；（4）模块化对大规模定制能力并没有直接显著的调节作用，模块化对内部学习实践的调节作用也有限，对生产流程改进也没有直接显著的作用，模块化的作用仅表现在对定制知识应用的正相关作用；（5）企业的规模、成立时间的长短、企业的所有制、企业所在的行业以及企业的市场分布等的差异对大规模定制能力都没有呈现出显著的调节作用。
与目前国内外相关研究比较，本研究的主要贡献在于：（1）提出并检验了外部学习、内部学习实践和大规模定制能力之间关系的概念模型，将外部学习和内部学习实践作为重要的战略实施手段引入概念模型，揭示了大规模定制能力的形成机理；（2）通过实证研究，揭示了客户学习、供应商学习和竞争对手学习在企业大规模定制能力建设中的作用，揭示了三者在作用机制上的异同点；（3）、通过实证研究，揭示了中国制造企业大规模定制能力的形成机理，弥补了现有研究成果主要以工业发达国家的制造企业为研究对象的局限性；特别地，对于许多采用OEM、ODM生产模式的中国制造企业而言，建设大规模定制能力有助于企业进一步提高应对市场变化的能力。（4）、通过实证研究，揭示了模块化在大规模定制能力建设中所起作用的深层次原因，有助于纠正学术界和企业界实践大规模定制所存在的认识误区。这些研究成果丰富了资源基础观、知识基础观、动态能力观等相关运营管理理论，也为企业的管理实践提供了新的启示。
While having been making great contribution to the rapid economy development inChina, Chinese manufacturers are also facing a series of challenges due to domestic andinternational market changes brought by global financial crisis. It is the common concern ofnumerous entrepreneurs, scholars and government officials to maintain the competitivenessand sustainability of Chinese manufacturers under such background. Mass customizationhas been considered as one kind of effective manufacturing mode to respond to the rapidmarket changes as well as to improve the competitiveness, which may help themanufacturing firms to gain the competitive advantage. Mass customization is amanufacturing mode to fulfill the customization by the comprehensive utilization of massproduction, flexibility and advance manufacturing technology to the extent such as toachieve the cost, volumn and delivery comparable to those by mass production, and tocontinuously meet the customization needs of different customers by expanding the scopeof customization. It may foster the manufacturing firms to successfully implement masscustomization so as to gain competitive advantage, to reveal the path to building the masscustomization capability, i.e., the capability to fulfill the customization at the cost close tomass production with satisifaction in devlivery, cost control and volumn.
The following viewpoint was upheld in this paper, that under the deficient endogenouscondition, the Chinese manufacturing firms ultimately gained the competitive advantagethrough capability building by mastering advance technology and management from themarket. Based on such understanding, by using empirical research, this paper attempted toanalyse the path to build the mass customization capability of Chinese manufacturing firmsfrom the perspective of external learning, and to investigate the influence on the masscustomization capability building caused by the firm’s stakeholders of customers, suppliersand competitors, so as to reveal the beneath mechanism to gain the competitive advantagefor Chinese manufacturing firms. Such study was sparse in current research literatures, andtherefore, this paper may enrich the relevant management theory as well as guidance to theimplementation of mass customization.
The research design in the paper utilized theoretical study, case study and empirical research. The research model in the empirical research was based on the literature review intheoretical study and the twin cases in case study. The analysis unit in the empirical researchwas firm, and the data collection was conducted by questionnaire survey in manufacturingfirms in Pearl River Delta Area. A total of745questionnaires were distributed, of which204were usable. The final response rate was27.4%, while88%of informants held managerialpositions with title of general manager or department manager. Hypotheses as well as theconceptual model were tested then by SEM.
The results indicated that:(1) external learning, either from customers, suppliers orcompetitors, had no significant direct effect on mass customization capability.(2)Customization knowledge utilization demonstrated a strong mediating role between thelearning routine from customers, suppliers as well as competitors to mass customizationcapability.(3) Production Process Improvement demonstrated a strong mediating rolebetween the learning routine from suppliers as well as competitors to mass customizationcapability.(4) The total effect on mass customization capability by suppliers andcompetitors showed minor difference, while the one by customers was much smallercomparing to that by suppliers and competitors.(5) Modularity had no direct effect on masscustomization. In addition, modularity had no significant direct effect on production processimprovement, though with certain significant direct effect on customization knowledgeutilization.(6) The control variables of size, year of setup, ownership, industry or marketpresented no significant moderating effect on mass customization capability.
This study made several significant contributions to the current literatures in thefollowing ways.(1) A conceptual model was proposed and tested to link two importantorganizational learning strategy implementation means, the external learning and internallearning initiatives, with mass customization capability, which revealed the learning routineto build the mass customization capability.(2) The total effects on mass customizationcapability by external learning from customers, suppliers and competitors were empiricallytested, and the difference among them was carefully tested and distinguished.(3) By usingthe samples of Chinese manufacturing firms, the empirical research in this study made acomplement to the previous research in mass customization which tended to focus on firmsin mature markets in western and developed countries. Particularly, the result in this research may be referred for many Chinese OEM and ODM manufacturing firms asguidance to improve response to current turbulent market.(4) New insight into the relationbetween modularity and mass customization capability was provided based on empiricalevidence, which may enhance better understanding of the role played by modularity in theimplementation of mass customization. Such insight also enriched the resource-based view,knowledge-based view, and dynamic capability theory as well.
引文
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