企业全面创新的领导机制与模式研究
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摘要
随着企业内部结构的复杂化、业务多元化和产品技术的不断升级，企业的创新不再仅仅是单一技术要素的创新，而是全面创新一多种组织要素、技术要素和市场要素之间的互动创新。全面创新管理(Total Innovation Management，TIM)成为在当今复杂多变环境下企业积极应对不确定性的重要手段，也是现今企业创新管理的重要趋势。由于全面创新涉及到多要素的协同创新，它的管理难度有过之而无不及。全面创新意味着领导者要在更大范围内调动企业全体成员的创新积极性，在组织层面上要充分协调各要素之间的互动关系，因而也更具挑战性。本论文试图探索企业全面创新情境中领导系统的一些规律性特点，从而更有效指导企业的全面创新领导实践。
本论文研究着重区分了领导机制与领导模式的概念。其中领导机制是指在企业的全面创新管理实践中，领导全体员工实现全面创新的领导体系的构成要素和要素关系的基本框架，以及它们在全面创新管理实践中的基础作用。而企业全面创新的领导模式则是指：在企业全面创新管理实践中，在不同的情境特征下，其领导机制的构成要素、要素关系所表现出来的具有稳定特征的运行状态。
围绕着企业全面创新的领导机制与模式问题，考虑研究问题的需要，本研究定位于立足领导的组织过程，同时有效地将领导者—下属过程和领导组织过程结合起来的领导理论研究。这两个层次上，通过构建两个核心构思(全面创新中的关键群体、全面创新过程)建立了整体研究的逻辑链路，在全面创新管理的研究背景之下将领导者—下属层次和组织层次研究结合起来。该逻辑链路为：全面创新的领导行为→全面创新的领导机制与模式→全面创新绩效，具体表述为：在全面创新管理实践中，全面创新的领导机制与模式有利于组织的全面创新绩效提升，该机制与模式是建立在领导者与员工之间的全面创新领导行为之上的。
在推动企业全面创新的领导机制研究方面，本研究从全面创新管理理论研究入手，构建全要素创新协同的三层次模型，从而提取了全面创新中领导机制六大要素，其中隶属于领导部分的三大要素为：全面创新的使命与战略、组织结构流程制度和组织文化，隶属于员工部分的三大要素为：任务要求与个人能力、个人需求与价值观、全员创新行为。在这六大要素的基础上构建了企业全面创新的领导机制框架并深入阐述了这六大要素之间互相影响、相互协同的作用过程。
由于领导机制强调的是领导体系中共性的一方面。但是在具体创新过程中，伴随不同的创新过程情境特征，领导机制的构成要素、要素关系也表现出不同的稳定特征，体现为不同的领导模式。本研究通过案例研究发现，在企业的全面创新管理实践中，在不同的创新阶段，领导的关注对象和任务目标不同，因而也表现出不同的领导模式。因此，企业全面创新的领导机制具体表现为三种领导模式：
Innovation is no longer a single technological innovation, but a Total Innovation - multi-factors interactive innovation within an organization, due to internal structure complication, business diversification and technology constantly upgrading.
All factors innovation becomes an important approach to accommodate ever-lasting change and contingency. It also is a trend of modern innovation management. Because of multi-factors synergy innovation involved, the total innovation became even tougher. It means that leaders have to motivate more followers than what they did before, and harmonize inter-relationship between different factors on organizational level. It thus that the total innovation is more challenging.
This paper tried to explore a sort of regularity of leadership in the total innovation of organizations, thereby; it will guide organizational practices of the total innovation effectively.
This paper stressed on identifying leadership mechanism and leadership model. The leadership mechanism refers to that, in an organizational practice of the total innovation, components of leadership system and frame of interrelationship between those components, which may lead all employees to realize the total innovation and they are functional basis in the total innovation management. The driving leadership model refers to that, in various scenarios, a stable operation status shown by leadership mechanism components and relationship between those components.
Leadership mechanism and model, which drive the total innovation in an organization are targets of this paper. The research of this paper based on whole organizational process of leadership, combines dual process and organizational process of leadership together.
Upon these two levels, this paper established logic chain of integrated research by forming two core constructions (key group in the total innovation and process of the total innovation) and combined dual level and organizational level together.
The logic chain is: driving leadership behavior of the total innovation → driving leadership mechanism and model → the total innovation achievement. Embodied description of the logic chain is that, in the practice of the total innovation management, leadership mechanism and model of driving the total innovation lift performance of the total innovation, the mechanism and model are founded on leadership behavior of dirving the total innovation by leaders and employees.
本论文研究着重区分了领导机制与领导模式的概念。其中领导机制是指在企业的全面创新管理实践中，领导全体员工实现全面创新的领导体系的构成要素和要素关系的基本框架，以及它们在全面创新管理实践中的基础作用。而企业全面创新的领导模式则是指：在企业全面创新管理实践中，在不同的情境特征下，其领导机制的构成要素、要素关系所表现出来的具有稳定特征的运行状态。
围绕着企业全面创新的领导机制与模式问题，考虑研究问题的需要，本研究定位于立足领导的组织过程，同时有效地将领导者—下属过程和领导组织过程结合起来的领导理论研究。这两个层次上，通过构建两个核心构思(全面创新中的关键群体、全面创新过程)建立了整体研究的逻辑链路，在全面创新管理的研究背景之下将领导者—下属层次和组织层次研究结合起来。该逻辑链路为：全面创新的领导行为→全面创新的领导机制与模式→全面创新绩效，具体表述为：在全面创新管理实践中，全面创新的领导机制与模式有利于组织的全面创新绩效提升，该机制与模式是建立在领导者与员工之间的全面创新领导行为之上的。
在推动企业全面创新的领导机制研究方面，本研究从全面创新管理理论研究入手，构建全要素创新协同的三层次模型，从而提取了全面创新中领导机制六大要素，其中隶属于领导部分的三大要素为：全面创新的使命与战略、组织结构流程制度和组织文化，隶属于员工部分的三大要素为：任务要求与个人能力、个人需求与价值观、全员创新行为。在这六大要素的基础上构建了企业全面创新的领导机制框架并深入阐述了这六大要素之间互相影响、相互协同的作用过程。
由于领导机制强调的是领导体系中共性的一方面。但是在具体创新过程中，伴随不同的创新过程情境特征，领导机制的构成要素、要素关系也表现出不同的稳定特征，体现为不同的领导模式。本研究通过案例研究发现，在企业的全面创新管理实践中，在不同的创新阶段，领导的关注对象和任务目标不同，因而也表现出不同的领导模式。因此，企业全面创新的领导机制具体表现为三种领导模式：
Innovation is no longer a single technological innovation, but a Total Innovation - multi-factors interactive innovation within an organization, due to internal structure complication, business diversification and technology constantly upgrading.
All factors innovation becomes an important approach to accommodate ever-lasting change and contingency. It also is a trend of modern innovation management. Because of multi-factors synergy innovation involved, the total innovation became even tougher. It means that leaders have to motivate more followers than what they did before, and harmonize inter-relationship between different factors on organizational level. It thus that the total innovation is more challenging.
This paper tried to explore a sort of regularity of leadership in the total innovation of organizations, thereby; it will guide organizational practices of the total innovation effectively.
This paper stressed on identifying leadership mechanism and leadership model. The leadership mechanism refers to that, in an organizational practice of the total innovation, components of leadership system and frame of interrelationship between those components, which may lead all employees to realize the total innovation and they are functional basis in the total innovation management. The driving leadership model refers to that, in various scenarios, a stable operation status shown by leadership mechanism components and relationship between those components.
Leadership mechanism and model, which drive the total innovation in an organization are targets of this paper. The research of this paper based on whole organizational process of leadership, combines dual process and organizational process of leadership together.
Upon these two levels, this paper established logic chain of integrated research by forming two core constructions (key group in the total innovation and process of the total innovation) and combined dual level and organizational level together.
The logic chain is: driving leadership behavior of the total innovation → driving leadership mechanism and model → the total innovation achievement. Embodied description of the logic chain is that, in the practice of the total innovation management, leadership mechanism and model of driving the total innovation lift performance of the total innovation, the mechanism and model are founded on leadership behavior of dirving the total innovation by leaders and employees.
引文
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