主导逻辑类型的形成及演化路径——基于蒙草生态的案例研究
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摘要
探究主导逻辑类型的形成及演化路径能帮助企业认清发展的源动力。基于动态视角,采用扎根理论配合探索性单案例研究的方法,深入分析"蒙草生态"主导逻辑的形成及演化。结果表明:(1)新创企业成长历程中存在市场利益获取主导逻辑、技术创新驱动主导逻辑、价值共享网络主导逻辑3种类型;(2)主导逻辑形成主要受企业发展需求、市场需求、政府政策、机会识别4方面因素影响,其中机会识别是促发主导逻辑形成及演变的关键驱动因素;(3)过程中以"行业机会识别—政策机会识别—市场机会识别"的发展推动企业主导逻辑由市场利益获取到技术创新驱动再到价值共享网络的演化。
Exploring the formation and evolutionary path of dominant logic types can help companies recognize the source of development. Based on the dynamic perspective, this article uses the grounded theory and the exploratory single case study method to deeply analyze the formation and evolution of the dominant logic of the M-grass Ecology Corporation. The research shows that:(1) There are three types of dominant logic in the growth process of new ventures, including the market interest acquisition dominant logic, the technology innovation driving dominant logic, the value sharing network dominant logic;(2) The formation of dominant logic is mainly influenced by four factors: enterprise development demand, market demand, government policy and opportunity identification. Among them, opportunity identification is the key driving factor for the formation and evolution of dominant logic;(3) In the process of formation and evolution, the development of 'industry opportunity identification-policy opportunity identification-market opportunity identification' promotes the evolution of enterprise dominant logic from market interest acquisition to technological innovation drive to value sharing network.
Exploring the formation and evolutionary path of dominant logic types can help companies recognize the source of development. Based on the dynamic perspective, this article uses the grounded theory and the exploratory single case study method to deeply analyze the formation and evolution of the dominant logic of the M-grass Ecology Corporation. The research shows that:(1) There are three types of dominant logic in the growth process of new ventures, including the market interest acquisition dominant logic, the technology innovation driving dominant logic, the value sharing network dominant logic;(2) The formation of dominant logic is mainly influenced by four factors: enterprise development demand, market demand, government policy and opportunity identification. Among them, opportunity identification is the key driving factor for the formation and evolution of dominant logic;(3) In the process of formation and evolution, the development of 'industry opportunity identification-policy opportunity identification-market opportunity identification' promotes the evolution of enterprise dominant logic from market interest acquisition to technological innovation drive to value sharing network.
引文
陈晓萍,徐淑英,樊景立.2012.组织与管理研究的实证方法[M].北京:北京大学出版社.
毛基业,陈诚.2017.案例研究的理论构建:艾森哈特的新洞见:第十届“中国企业管理案例与质性研究论坛(2016)”会议综述[J].管理世界,(2):135-141.
彭本红,鲁倩.2018.平台型企业开放式服务创新的风险成因及作用机制[J].科学学研究,36(1):183-192.
苏敬勤,单国栋.2017.本土企业的主导逻辑初探:博弈式差异化:基于装备制造业的探索性案例研究[J].管理评论,29(2):255-272.
苏敬勤,单国栋.2016.复杂产品系统企业的主导逻辑:以大连机车为例[J].科研管理,37(6):92-102.
吴瑶,肖静华,谢康,等.2017.从价值提供到价值共创的营销转型:企业与消费者协同演化视角的双案例研究[J].管理世界,(4):138-157.
许强,兰文燕.2010.研发联合体(平台)的形成和演变:以台湾和中国大陆为例[J].科学学研究,28(2):227-233.
Amit R,Schoemaker P J H.2010.Strategic assets and organizational rent[J].Strategic Management Journal,14(1):33-46.
Bergman J P,Jantunen A,Tarkiainen A.2015.Managerial cognition and dominant logic in innovation management:empiri-cal study in media industry[J].International Journal of Business Innovation and Research,9(3):253-271.
Boisot M,Li Y.2005.Codification,abstraction,and firm differences:a cognitive information-based perspective[J].Journal of Bio-economics,7(3):309-334.
Easterby-Smith M,Lyles M A.2015.Handbook of Organizational Learning and Knowledge Management[M].Hoboken,New Jersey:John Wiley&Sons,Inc.
Eisenhardt K M.1989.Making fast strategic decisions in high-velocity environments[J].Academy of Management Journal,32(3):543-576.
Foster R N,Kaplan S.2001.Creative destruction:Why companies that are built to last underperform the market and how to successfully transform them[J].Harvard Business Review,80(5):61-61.
Gavetti G,Levinthal D.2000.Looking forward and looking backward:Cognitive and experiential search[J].Administrative Science Quarterly,45(1):113-137.
Ginsberg A.1990.Connecting diversification to performance:A socio-cognitive approach[J].Academy of Management Review,15(3):514-535.
Grant R M.1988.On‘dominant logic’,relatedness and the link between diversity and performance[J].Strategic Management Journal,9(6):639-642.
Huarng K H,Cervera A,Mas-Verdu F.2018.Innovation and service-dominant logic[J].Service Business,(5):1-4.
Krogh G V,Erat P,Macus M.2010.Exploring the link between dominant logic and company performance[J].Creativity&Innovation Management,9(2):82-93.
Maijanen P.2015.Cognition as a driver and barrier of strategic renewal:Case of the finnish broadcasting company[J].International Journal of Business Innovation and Research,9(3):351-374.
Matysiak L,Rugman A M,Bausch A.2018.Dynamic capabilities of multinational enterprises:The dominant logics behind sensing,seizing,and transforming matter![J].Management International Review,58(2):225-250.
Nadkarni S,Narayanan V K.2007.Strategic Schemas,strategic flexibility,and firm performance:The moderating role of industry clockspeed[J].Strategic Management Journal,28(3):243-270.
Obloj K,Pratt M G.2005.Happy kids and mature losers:Differentiating the dominant logics of successful and unsuccessful firms in emerging markets[J].strategy in transition,9(5):81-104.
Obloj T,Obloj K,Pratt M G.2010.Dominant logic and entrepreneurial firms'performance in a transition economy[J].Entrepreneurship Theory&Practice,34(1):151-170.
Pettigrew A M.1990.Longitudinal field research on change:Theory and practice[J].Organization Science,1(3):267-292.
Prahalad C K,Bettis R A.1986.The dominant logic a new linkage between diversity and performance[J].Strategic Management Journal,7(6):485-501.
Prahalad C K.2004.The blinders of dominant logic[J].Long Range Planning,37(2):171-179.
Sabatier V,Craig-Kennard A,Mangematin V.2012.When technological discontinuities and disruptive business models challenge dominant industry logics:Insights from the drugs industry[J].Technological Forecasting and Social Change,79(5):949-962.
Sull D N.1999.Why good companies go bad?[J].Harv Bus Rev,77(4):42-48.
Wakeford J.1968.The discovery of grounded theory:Strategies for qualitative research,by barney glaser;anselm l.strauss[J].Nursing Research,17(4):377-380.
Yin R K.2012.Applications of Case Study Research[M].Newbury Park,CA:Sage Publications.
毛基业,陈诚.2017.案例研究的理论构建:艾森哈特的新洞见:第十届“中国企业管理案例与质性研究论坛(2016)”会议综述[J].管理世界,(2):135-141.
彭本红,鲁倩.2018.平台型企业开放式服务创新的风险成因及作用机制[J].科学学研究,36(1):183-192.
苏敬勤,单国栋.2017.本土企业的主导逻辑初探:博弈式差异化:基于装备制造业的探索性案例研究[J].管理评论,29(2):255-272.
苏敬勤,单国栋.2016.复杂产品系统企业的主导逻辑:以大连机车为例[J].科研管理,37(6):92-102.
吴瑶,肖静华,谢康,等.2017.从价值提供到价值共创的营销转型:企业与消费者协同演化视角的双案例研究[J].管理世界,(4):138-157.
许强,兰文燕.2010.研发联合体(平台)的形成和演变:以台湾和中国大陆为例[J].科学学研究,28(2):227-233.
Amit R,Schoemaker P J H.2010.Strategic assets and organizational rent[J].Strategic Management Journal,14(1):33-46.
Bergman J P,Jantunen A,Tarkiainen A.2015.Managerial cognition and dominant logic in innovation management:empiri-cal study in media industry[J].International Journal of Business Innovation and Research,9(3):253-271.
Boisot M,Li Y.2005.Codification,abstraction,and firm differences:a cognitive information-based perspective[J].Journal of Bio-economics,7(3):309-334.
Easterby-Smith M,Lyles M A.2015.Handbook of Organizational Learning and Knowledge Management[M].Hoboken,New Jersey:John Wiley&Sons,Inc.
Eisenhardt K M.1989.Making fast strategic decisions in high-velocity environments[J].Academy of Management Journal,32(3):543-576.
Foster R N,Kaplan S.2001.Creative destruction:Why companies that are built to last underperform the market and how to successfully transform them[J].Harvard Business Review,80(5):61-61.
Gavetti G,Levinthal D.2000.Looking forward and looking backward:Cognitive and experiential search[J].Administrative Science Quarterly,45(1):113-137.
Ginsberg A.1990.Connecting diversification to performance:A socio-cognitive approach[J].Academy of Management Review,15(3):514-535.
Grant R M.1988.On‘dominant logic’,relatedness and the link between diversity and performance[J].Strategic Management Journal,9(6):639-642.
Huarng K H,Cervera A,Mas-Verdu F.2018.Innovation and service-dominant logic[J].Service Business,(5):1-4.
Krogh G V,Erat P,Macus M.2010.Exploring the link between dominant logic and company performance[J].Creativity&Innovation Management,9(2):82-93.
Maijanen P.2015.Cognition as a driver and barrier of strategic renewal:Case of the finnish broadcasting company[J].International Journal of Business Innovation and Research,9(3):351-374.
Matysiak L,Rugman A M,Bausch A.2018.Dynamic capabilities of multinational enterprises:The dominant logics behind sensing,seizing,and transforming matter![J].Management International Review,58(2):225-250.
Nadkarni S,Narayanan V K.2007.Strategic Schemas,strategic flexibility,and firm performance:The moderating role of industry clockspeed[J].Strategic Management Journal,28(3):243-270.
Obloj K,Pratt M G.2005.Happy kids and mature losers:Differentiating the dominant logics of successful and unsuccessful firms in emerging markets[J].strategy in transition,9(5):81-104.
Obloj T,Obloj K,Pratt M G.2010.Dominant logic and entrepreneurial firms'performance in a transition economy[J].Entrepreneurship Theory&Practice,34(1):151-170.
Pettigrew A M.1990.Longitudinal field research on change:Theory and practice[J].Organization Science,1(3):267-292.
Prahalad C K,Bettis R A.1986.The dominant logic a new linkage between diversity and performance[J].Strategic Management Journal,7(6):485-501.
Prahalad C K.2004.The blinders of dominant logic[J].Long Range Planning,37(2):171-179.
Sabatier V,Craig-Kennard A,Mangematin V.2012.When technological discontinuities and disruptive business models challenge dominant industry logics:Insights from the drugs industry[J].Technological Forecasting and Social Change,79(5):949-962.
Sull D N.1999.Why good companies go bad?[J].Harv Bus Rev,77(4):42-48.
Wakeford J.1968.The discovery of grounded theory:Strategies for qualitative research,by barney glaser;anselm l.strauss[J].Nursing Research,17(4):377-380.
Yin R K.2012.Applications of Case Study Research[M].Newbury Park,CA:Sage Publications.