互动导向、创新和企业绩效的关系研究
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摘要
互动导向一般指企业通过与个体顾客进行持续的互动以便获得顾客信息，从而能够同顾客建立关系获得效益的能力。互动导向包括四个维度：顾客观念，即将个体顾客作为企业营销活动分析单位的信念；互动响应能力，即对不同时间收集的、来自不同顾客的信息进行整合，并对这些信息作出相应的响应；顾客授权，为顾客同企业进行联系提供便利，同时还为顾客之间进行联系提供便利；顾客价值管理，是指企业识别并能测量每个顾客为它带来的利润，并将其作为企业资源分配的依据。
互动导向的概念提出后，引起了学者们的广泛关注。他们对互动导向的前因变量、结果变量和调节变量等进行了分析。虽然如此，由于提出互动导向理论的时间较短，对互动导向的研究还相对较少，对于互动导向的认识还不深入。首先，对于互动导向和创新之间的关系还缺乏分析。其次，对互动导向和企业绩效的作用机理仍缺乏深入分析。最后，互动导向的适用范围仍需要进一步分析。
为了解决上述问题，在相关文献的基础上分析了互动导向对企业创新的影响，并分析互动导向对企业绩效的作用机理，还构建了互动导向、创新和企业绩效之间关系的理论框架，并提出了相关的研究假设，认为：互动导向能够促进企业创新，也就是说互动导向能够对企业开发性创新和探索性创新有促进作用；互动导向还能够提高企业绩效，具体来说能够提高企业基于顾客的关系绩效和基于顾客的盈利绩效；基于顾客的关系绩效能够对基于顾客的盈利绩效产生积极的影响；互动导向对基于顾客的盈利绩效的影响是通过开发性创新和探索性创新实现的；市场环境（市场震荡、技术波动、竞争强度）在互动导向对开发性创新、探索性创新发挥调节作用。
通过实证研究得出下述结论：
第一，互动导向能够对企业创新带来促进，具体来说，互动导向能够促进企业开发性创新和探索性创新。企业同顾客互动的过程中，能够获得更多的市场信息，因此互动导向可能会促进企业创新。本文研究互动导向是如何影响企业创新活动的。
第二，互动导向对企业绩效的提高有积极作用，具体来说，互动导向能够提高企业基于顾客的关系绩效与基于顾客的盈利绩效。
第三，开发性创新和探索性创新有助于提高企业基于顾客的盈利绩效。创新是企业通过一系列活动，以获得新产品、新思想等。本研究分析了两种截然不同的创新方式——开发性创新和探索性创新对企业绩效的影响。研究表明无论是开发性创新还是结果性创新都给基于顾客的盈利绩效带来积极的影响。
第四，基于顾客的关系绩效对基于顾客的盈利绩效有积极的影响。基于顾客的关系绩效和基于顾客的盈利绩效都是从顾客的角度对企业绩效来进行衡量。基于顾客的关系绩效是从顾客综合需求的角度来分析企业与顾客之间关系，来衡量这种关系稳固程度的变量，主要基于顾客的态度来衡量绩效。基于顾客的盈利绩效是从顾客角度分析企业获利能力的变量，即顾客是否能够给企业带来利润（是否是有利可图的），主要基于顾客的行为来测量绩效。本研究对二者之间的关系进行了分析，分析结果表明：基于顾客的关系绩效能够提高基于顾客的盈利绩效。
第五，互动导向对基于顾客的盈利绩效的影响是部分通过开发性创新和探索性创新实现的也就是说，开发性创新和探索性创新在互动导向对企业基于顾客的盈利绩效的影响过程中，起到部分中介作用。
第六，在互动导向对开发性创新影响的过程中，技术波动发挥了调节作用；市场震荡在互动导向与探索性创新之间发挥调节作用。
本文理论贡献：
第一，研究结论表明互动导向能够促进企业创新，将互动导向理论和创新理论有机地结合在一起。本研究的一个主要结论就是，采取互动导向能够促进企业创新，具体来说是能够促进企业开发性创新与探索性创新。
第二，发现互动导向对企业绩效的影响机理，有助于深刻认识互动导向同企业绩效之间的关系。本研究发现：在互动导向对企业基于顾客的盈利绩效产生影响的过程中，开发性创新和探索性创新起到部分中介作用。这一研究结果回答了为什么互动导向能够促进企业绩效，同时也阐明了互动导向对企业绩效的作用机理，这样一来可以从理论上进一步认识互动导向和企业绩效之间的关系。
第三，分析市场环境在互动导向与创新（开发性创新和探索性创新）之间的调节作用，进一步明确互动导向的适用范围。本研究在分析互动导向对企业开发性创新和探索性创新的影响时，也对互动导向的适用范围进行分析，主要分析在市场震荡、技术波动和市场竞争三种条件下，互动导向对企业开发性创新和探索性创新产生的影响是否会发生变化。本文发现，互动导向对开发性创新影响过程中，会受到技术波动的调节作用，当企业处于技术波动程度大的市场环境中，互动导向对开发性创新的影响更大。也就是说在技术波动程度大时，采取互动导向对于促进开发性创新更有效。研究还发现，市场震荡在互动导向与探索性创新之间发挥调节作用，在市场震荡幅度大的情况下，互动导向对探索性创新的影响更大。也就是说在市场震荡程度大时，采取互动导向对于促进探索性创新更有效。市场震荡和竞争强度均不能在互动导向与开发性创新之间发挥调节作用，也就是说无论企业所处的市场环境中市场震荡情况如何，竞争强度如何，互动导向都能够对开发性创新产生积极的影响。竞争强度和技术波动均不能在互动导向与开发性创新之间发挥调节作用，无论市场环境中竞争强度金和技术波动如何变化，互动导向都能够对探索性创新产生积极的影响。
Interaction orientation reflects a firm’s ability to interact with its individualcustomers and to take advantage of information obtained from them throughsuccessive interactions to achieve profitable customer relationships. Interactionorientation has four dimensions:(a)customer concept, the belief that prescribes theunit of analysis of every marketing action and reaction to be the individual customer,(b)interaction response capacity, by which the firm offers successive products,services, and relationship experiences to each customer by dynamically incorporatingfeedback from previous behavioral responses of that specific customer and of othercustomers collectively,(c) customer empowerment, which a firm provides itscustomers avenues to connect with the firm and connect with each other,(d) customervalue management, which dynamically measure individual customer value and use itas its guiding metric for marketing resource allocation decisions.
As soon as the concept of interaction interaction was introduced, it absorbed theattentions of the scholar. They study the antecedents and consequences and moderateof the interaction orientation. However, the history of the interaction orientation theory isnot very long; the research about interaction orientation is still little, it is still not clear aboutinteraction orientation. First, we still need to study the relationship between theinteraction orientation and innovation. Second, we still need to study how theinteraction orientation affects the business performance. Third, we also need to studythe situation that the interaction orientation works well.
In order to make up the gap of the theory, we analyze the relationship betweeninteraction orientation and business performance and how the interaction orientationaffect the business performance base on the theory. We introduce a framework aboutinteraction orientation, inonovation, business performance, and the hypothesizesanout them, we think that the interaction orientation can positive affects business exploratory innovation and exploitative innovation; the interaction orientation canpositive affects business performance, in particular interaction orientation canimprove customer-based relational performance and customer-based profitperformance. Customer-based relational performance can improve customer-basedprofit performance. Exploratory innovation and exploitative innovation play themediate role between interatction oritentation and customer-based profit performance;market environment (matket turbulence, competitive intensity, technologicalturbulence) play the moderate between interatction oritentation and exploratoryinnovation, they also play the moderate between interatction oritentation andexploitative innovation.
We test the hypothesizes base on the empirical data and get the followingconclusion:
First, interaction orientation can improve the innovation; in particular interactionorientation can improve exploration innovation and exploitation innovation. The firmcan get more market information from the interaction with the customers, sointeraction orientation can improve the innovation.
Second, interaction orientation can improve business performance,; in particularinteraction orientation can improve customer-based relational performance andcustomer-based profit performance.
Third, exploration innovation and exploitation innovation can improve thecustomer-based profit performance. This paper study that two difference kinds ofinnovation: exploration innovation and exploitation innovation affect the businessperformance. The result is that both the exploration innovation and exploitationinnovation can affect the customer-based profit performance.
Fourth, the customer-based relational performance can affect the customer-basedprofit performance. Both the customer-based relational performance and thecustomer-based profit performance are measure the business performance base on thecustomer. Customer-based relational performance measure the business performancebase on the customer’s attitude; and the customer-based profit measure the businessperformance base on the customer’s behavior. We study the relationship betweenthem, and find that the customer-based relational performance can affect the customer-based profit performance.
Fifth, interaction orientation affects the customer-based profit performancepartly through exploration innovation and exploitation innovation. Base on theempirical data, we find that exploration innovation and exploitation innovation canpartly paly the the mediate role between interaction orientation and customer-basedprofit performance.
Sixth, technological turbulence play the moderate between interatctionoritentation and exploitative innovation; matket turbulence play the moderatebetween interatction oritentation and exploratory innovation.
The theory contribution of this study is mainly manifested in the followingaspects:
First, we get that interaction orientation can improve the innovation, whichmakes the interaction orientation theory closely related to the innovation theory. Wefinad that interaction orientation can improve the innovation, in particular interactionorientation can improve exploration innovation and exploitation innovation.
Second, we find how the interaction orientation affect the business performance,which can help us the fully understand the relationship between the interactionorientation and business performance. We find that exploration innovation andexploitation innovation can partly paly the the mediate role between interactionorientation and customer-based profit performance, which menas interactionorientation affects the customer-based profit performance partly through explorationinnovation and exploitation innovation. This conclusion can answer not only whyinteraction orientation can positive affect business performance, but also themechanism through what the interaction orientation affect business performance.
Third, we analyze the moderate role of market environment between theinteraction orientation and innovation, which make us know applicability of theinteraction orientation better. This paper also analyzes the applicability of theinteraction orientation when analyzes how interaction orientation affect theexploration innovation and exploitation innovation. We analyze whether matketturbulence, competitive intensity, technological turbulence can play the moderate rolebetween between interatction oritentation and exploitative innovation; we also analyze whether matket turbulence, competitive intensity, technological turbulencecan play the moderate role between interatction oritentation and exploratoryinnovation. We find that technological turbulence play the moderate betweeninteratction oritentation and exploitative innovation; matket turbulence play themoderate between interatction oritentation and exploratory innovation.
互动导向的概念提出后，引起了学者们的广泛关注。他们对互动导向的前因变量、结果变量和调节变量等进行了分析。虽然如此，由于提出互动导向理论的时间较短，对互动导向的研究还相对较少，对于互动导向的认识还不深入。首先，对于互动导向和创新之间的关系还缺乏分析。其次，对互动导向和企业绩效的作用机理仍缺乏深入分析。最后，互动导向的适用范围仍需要进一步分析。
为了解决上述问题，在相关文献的基础上分析了互动导向对企业创新的影响，并分析互动导向对企业绩效的作用机理，还构建了互动导向、创新和企业绩效之间关系的理论框架，并提出了相关的研究假设，认为：互动导向能够促进企业创新，也就是说互动导向能够对企业开发性创新和探索性创新有促进作用；互动导向还能够提高企业绩效，具体来说能够提高企业基于顾客的关系绩效和基于顾客的盈利绩效；基于顾客的关系绩效能够对基于顾客的盈利绩效产生积极的影响；互动导向对基于顾客的盈利绩效的影响是通过开发性创新和探索性创新实现的；市场环境（市场震荡、技术波动、竞争强度）在互动导向对开发性创新、探索性创新发挥调节作用。
通过实证研究得出下述结论：
第一，互动导向能够对企业创新带来促进，具体来说，互动导向能够促进企业开发性创新和探索性创新。企业同顾客互动的过程中，能够获得更多的市场信息，因此互动导向可能会促进企业创新。本文研究互动导向是如何影响企业创新活动的。
第二，互动导向对企业绩效的提高有积极作用，具体来说，互动导向能够提高企业基于顾客的关系绩效与基于顾客的盈利绩效。
第三，开发性创新和探索性创新有助于提高企业基于顾客的盈利绩效。创新是企业通过一系列活动，以获得新产品、新思想等。本研究分析了两种截然不同的创新方式——开发性创新和探索性创新对企业绩效的影响。研究表明无论是开发性创新还是结果性创新都给基于顾客的盈利绩效带来积极的影响。
第四，基于顾客的关系绩效对基于顾客的盈利绩效有积极的影响。基于顾客的关系绩效和基于顾客的盈利绩效都是从顾客的角度对企业绩效来进行衡量。基于顾客的关系绩效是从顾客综合需求的角度来分析企业与顾客之间关系，来衡量这种关系稳固程度的变量，主要基于顾客的态度来衡量绩效。基于顾客的盈利绩效是从顾客角度分析企业获利能力的变量，即顾客是否能够给企业带来利润（是否是有利可图的），主要基于顾客的行为来测量绩效。本研究对二者之间的关系进行了分析，分析结果表明：基于顾客的关系绩效能够提高基于顾客的盈利绩效。
第五，互动导向对基于顾客的盈利绩效的影响是部分通过开发性创新和探索性创新实现的也就是说，开发性创新和探索性创新在互动导向对企业基于顾客的盈利绩效的影响过程中，起到部分中介作用。
第六，在互动导向对开发性创新影响的过程中，技术波动发挥了调节作用；市场震荡在互动导向与探索性创新之间发挥调节作用。
本文理论贡献：
第一，研究结论表明互动导向能够促进企业创新，将互动导向理论和创新理论有机地结合在一起。本研究的一个主要结论就是，采取互动导向能够促进企业创新，具体来说是能够促进企业开发性创新与探索性创新。
第二，发现互动导向对企业绩效的影响机理，有助于深刻认识互动导向同企业绩效之间的关系。本研究发现：在互动导向对企业基于顾客的盈利绩效产生影响的过程中，开发性创新和探索性创新起到部分中介作用。这一研究结果回答了为什么互动导向能够促进企业绩效，同时也阐明了互动导向对企业绩效的作用机理，这样一来可以从理论上进一步认识互动导向和企业绩效之间的关系。
第三，分析市场环境在互动导向与创新（开发性创新和探索性创新）之间的调节作用，进一步明确互动导向的适用范围。本研究在分析互动导向对企业开发性创新和探索性创新的影响时，也对互动导向的适用范围进行分析，主要分析在市场震荡、技术波动和市场竞争三种条件下，互动导向对企业开发性创新和探索性创新产生的影响是否会发生变化。本文发现，互动导向对开发性创新影响过程中，会受到技术波动的调节作用，当企业处于技术波动程度大的市场环境中，互动导向对开发性创新的影响更大。也就是说在技术波动程度大时，采取互动导向对于促进开发性创新更有效。研究还发现，市场震荡在互动导向与探索性创新之间发挥调节作用，在市场震荡幅度大的情况下，互动导向对探索性创新的影响更大。也就是说在市场震荡程度大时，采取互动导向对于促进探索性创新更有效。市场震荡和竞争强度均不能在互动导向与开发性创新之间发挥调节作用，也就是说无论企业所处的市场环境中市场震荡情况如何，竞争强度如何，互动导向都能够对开发性创新产生积极的影响。竞争强度和技术波动均不能在互动导向与开发性创新之间发挥调节作用，无论市场环境中竞争强度金和技术波动如何变化，互动导向都能够对探索性创新产生积极的影响。
Interaction orientation reflects a firm’s ability to interact with its individualcustomers and to take advantage of information obtained from them throughsuccessive interactions to achieve profitable customer relationships. Interactionorientation has four dimensions:(a)customer concept, the belief that prescribes theunit of analysis of every marketing action and reaction to be the individual customer,(b)interaction response capacity, by which the firm offers successive products,services, and relationship experiences to each customer by dynamically incorporatingfeedback from previous behavioral responses of that specific customer and of othercustomers collectively,(c) customer empowerment, which a firm provides itscustomers avenues to connect with the firm and connect with each other,(d) customervalue management, which dynamically measure individual customer value and use itas its guiding metric for marketing resource allocation decisions.
As soon as the concept of interaction interaction was introduced, it absorbed theattentions of the scholar. They study the antecedents and consequences and moderateof the interaction orientation. However, the history of the interaction orientation theory isnot very long; the research about interaction orientation is still little, it is still not clear aboutinteraction orientation. First, we still need to study the relationship between theinteraction orientation and innovation. Second, we still need to study how theinteraction orientation affects the business performance. Third, we also need to studythe situation that the interaction orientation works well.
In order to make up the gap of the theory, we analyze the relationship betweeninteraction orientation and business performance and how the interaction orientationaffect the business performance base on the theory. We introduce a framework aboutinteraction orientation, inonovation, business performance, and the hypothesizesanout them, we think that the interaction orientation can positive affects business exploratory innovation and exploitative innovation; the interaction orientation canpositive affects business performance, in particular interaction orientation canimprove customer-based relational performance and customer-based profitperformance. Customer-based relational performance can improve customer-basedprofit performance. Exploratory innovation and exploitative innovation play themediate role between interatction oritentation and customer-based profit performance;market environment (matket turbulence, competitive intensity, technologicalturbulence) play the moderate between interatction oritentation and exploratoryinnovation, they also play the moderate between interatction oritentation andexploitative innovation.
We test the hypothesizes base on the empirical data and get the followingconclusion:
First, interaction orientation can improve the innovation; in particular interactionorientation can improve exploration innovation and exploitation innovation. The firmcan get more market information from the interaction with the customers, sointeraction orientation can improve the innovation.
Second, interaction orientation can improve business performance,; in particularinteraction orientation can improve customer-based relational performance andcustomer-based profit performance.
Third, exploration innovation and exploitation innovation can improve thecustomer-based profit performance. This paper study that two difference kinds ofinnovation: exploration innovation and exploitation innovation affect the businessperformance. The result is that both the exploration innovation and exploitationinnovation can affect the customer-based profit performance.
Fourth, the customer-based relational performance can affect the customer-basedprofit performance. Both the customer-based relational performance and thecustomer-based profit performance are measure the business performance base on thecustomer. Customer-based relational performance measure the business performancebase on the customer’s attitude; and the customer-based profit measure the businessperformance base on the customer’s behavior. We study the relationship betweenthem, and find that the customer-based relational performance can affect the customer-based profit performance.
Fifth, interaction orientation affects the customer-based profit performancepartly through exploration innovation and exploitation innovation. Base on theempirical data, we find that exploration innovation and exploitation innovation canpartly paly the the mediate role between interaction orientation and customer-basedprofit performance.
Sixth, technological turbulence play the moderate between interatctionoritentation and exploitative innovation; matket turbulence play the moderatebetween interatction oritentation and exploratory innovation.
The theory contribution of this study is mainly manifested in the followingaspects:
First, we get that interaction orientation can improve the innovation, whichmakes the interaction orientation theory closely related to the innovation theory. Wefinad that interaction orientation can improve the innovation, in particular interactionorientation can improve exploration innovation and exploitation innovation.
Second, we find how the interaction orientation affect the business performance,which can help us the fully understand the relationship between the interactionorientation and business performance. We find that exploration innovation andexploitation innovation can partly paly the the mediate role between interactionorientation and customer-based profit performance, which menas interactionorientation affects the customer-based profit performance partly through explorationinnovation and exploitation innovation. This conclusion can answer not only whyinteraction orientation can positive affect business performance, but also themechanism through what the interaction orientation affect business performance.
Third, we analyze the moderate role of market environment between theinteraction orientation and innovation, which make us know applicability of theinteraction orientation better. This paper also analyzes the applicability of theinteraction orientation when analyzes how interaction orientation affect theexploration innovation and exploitation innovation. We analyze whether matketturbulence, competitive intensity, technological turbulence can play the moderate rolebetween between interatction oritentation and exploitative innovation; we also analyze whether matket turbulence, competitive intensity, technological turbulencecan play the moderate role between interatction oritentation and exploratoryinnovation. We find that technological turbulence play the moderate betweeninteratction oritentation and exploitative innovation; matket turbulence play themoderate between interatction oritentation and exploratory innovation.
引文
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[12]吴明隆.结构方程模型：AMOS的操作与应用[M].重庆：重庆大学出版社，2009
[13]吴兆春和于洪彦.互动导向与公司绩效模型构建———基于中国大陆的实证研究[J].企业经济，2013（4）：40-44
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[7] Ahuja G,Lampert C M.Entrepreneurship in the large corporation:a longitudinalstudy of how established firms create breakthrough inventions[J]. StrategicManagement Journal,2001,22:521-543.
[8] Baker, W. E.,&Sinkula, J. M. The Synergistic Effect of Market Orientation andLearning Orientation on Organizational Performance.[J]. Journal of theAcademy of Marketing Science,1999(4):411-427.
[9] Barney, Jay. Firm Resources and Sustained Competitive Advantage[J]. Journal ofManagement,1991,17(1):99–120.
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[11] Baum J A,Li S X,Usher J M et al.Making the next move:how experiential andvicarious learning shape the locations of chains’acquisitions[J]. AdministrativeScience Quarterly,2000,45:766-801
[12] Benner, M. J., M. L. Tushman.2002. Process management and technologicalinnovation: A longitudinal study of the photography and paint industries.Admin. Sci. Quart.47676–706.
[13] Beldersbos, R., Carree M.&Lokshin,B. Cooperative R&D and firmperformance [J]. Researeh Policy2004(7):1477一1492
[14] Bierly, P.E. and Daly, P.S. Alternative Knowledge Strategies, CompetitiveEnvironment, and Organizational Performance in Small Manufacturing Firms.[J]. Entrepreneurship Theory and Practice,2007,31,493–516.
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