企业创业导向组合及演进路径——描述性案例分析
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摘要
基于多维独立视角,采用描述性多案例研究,本文探讨初创型企业和在位大企业创业导向组合一般演进路径及同类企业内部演进路径差异。首先,创业导向组合一般演进路径反映企业阶段性发展困境。初创型企业一般演进路径为高先动性和低竞争侵略性—高先动性和高竞争侵略性—低先动性和高竞争侵略性,体现从获得立足之地,到规模化再到快速发展的过程;在位大企业则是低先动性和高竞争侵略性—高先动性和高竞争侵略性—高先动性和低竞争侵略性,体现从聚焦主流业务,到实现转型发现未来新增长点的过程。其次,同类企业内部演进路径差异表现为高先动性和竞争侵略性阶段演进方向的反复,反映初创型企业从获得立足之地到快速成长过程的反复性和在位大企业从聚焦现有机会到发现未来增长机会过程的不确定性。
Based on a multidimensional perspective,this paper conducts a descriptive case study of the start-up and large firms' evolutionary paths on the combination of entrepreneurial orientation dimensions.Firstly,the general evolutionary path of entrepreneurial orientation dimensions reflects firms' development dilemma.The general evolutionary path of start-up firms begins with high proactiveness and low competitive aggressiveness,then transfers to high proactivenss and competitive aggressiveness,eventually low proactiveness and high competitive aggressiveness.It reveals the whole process from building a stronghold to scale development and to quick growth.However,the path of large firms begins with low proactiveness and high competitive aggressiveness,then transfers to high proactiveness and competitive aggressiveness,eventually high proactiveness and low competitive aggressiveness.It depicts the process from entirely focusing on current opportunities to continuously exploring new ones.In addition,internal differences on the evolutionary path in each type of firms are reflected by subsequent evolution directions of high proctiveness and competitive aggressiveness stage.It reflects the uncertainty of start-ups' evolution from the establishment of the stronghold to the rapid growth and large firms' evolution from merely concentrating on current opportunities to continuously exploring future growth potentials.
Based on a multidimensional perspective,this paper conducts a descriptive case study of the start-up and large firms' evolutionary paths on the combination of entrepreneurial orientation dimensions.Firstly,the general evolutionary path of entrepreneurial orientation dimensions reflects firms' development dilemma.The general evolutionary path of start-up firms begins with high proactiveness and low competitive aggressiveness,then transfers to high proactivenss and competitive aggressiveness,eventually low proactiveness and high competitive aggressiveness.It reveals the whole process from building a stronghold to scale development and to quick growth.However,the path of large firms begins with low proactiveness and high competitive aggressiveness,then transfers to high proactiveness and competitive aggressiveness,eventually high proactiveness and low competitive aggressiveness.It depicts the process from entirely focusing on current opportunities to continuously exploring new ones.In addition,internal differences on the evolutionary path in each type of firms are reflected by subsequent evolution directions of high proctiveness and competitive aggressiveness stage.It reflects the uncertainty of start-ups' evolution from the establishment of the stronghold to the rapid growth and large firms' evolution from merely concentrating on current opportunities to continuously exploring future growth potentials.
引文
[1]Perez-Luno A,Wiklund J,Cabrera R V.The dual nature of innovative activity:How entrepreneurial orientation influences innovation generation and adoption[J].Journal of Business Venturing,2011,26(5):555-571.
[2]谢洪明,程聪.企业创业导向促进创业绩效提升了吗?:一项Meta分析的检验[J].科学学研究,2012,30(7):1082-1091.
[3]尹苗苗,毕新华,王亚茹.新企业创业导向、机会导向对绩效的影响研究---基于中国情境的实证分析[J].管理科学学报,2015,18(11):47-57.
[4]Simsek Z,Heavey C,Veiga J F.The impact of CEO core self-evaluation on the firm’s entrepreneurial orientation[J].Strategic Management Journal,2010,31(1):110-119.
[5]任胜钢,赵天宇,董保宝.创业导向与结构社会资本交互影响创业企业绩效的多案例研究[J].科学学与科学技术管理.2016,37(5):105-118.
[6]王国红,秦兰,邢蕊,等.新企业创业导向转化为成长绩效的内在机理研究---以创业拼凑为中间变量的案例研究[J].中国软科学.2018(5):135-146.
[7]刘伟,杨贝贝,刘严严.制度环境对新创企业创业导向的影响:基于创业板的实证研究[J].科学学研究,2014,32(3):421-430.
[8]Wiklund J,Shepherd D.Entrepreneurial orientation and small business performance:A configurational approach[J].Journal of Business Venturing,2005,20(1):71-91.
[9]Covin J G,Slevin D.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1):75-87.
[10]Mousa F T,Wales W J,Harper S R.When less is more:EO’s influence upon funds raised by young technology firms at IPO[J].Journal of Business Research,2015,68(2):306-313.
[11]Lumpkin G T,Dess G G.Clarifying the EO construct and linking it to performance[J].Academy of Management Review,1996,21(1):135-172.
[12]Lumpkin G T,Dess G G.Linking two dimensions of EO to firm performance:The moderating role of environment and industry life cycle[J].Journal of Business Venturing,2001,16(5):429-451.
[13]Miller D.The correlates of entrepreneurship in three types of firms[J].Management Science,1983,29(7):770-791.
[14]Anderson B S,Kreiser P M,Kuratko D F,et al.Reconceptualizing entrepreneurial orientation[J].Strategic Management Journal,2015,36(10):1579-1596.
[15]Chen M J,Hambrick D C.Speed,stealth,and selective attack:How small firms differ from large firms in competitive behavior[J].Academy of Management Journal,1995,38(2):453-482.
[16]Katila R,Chen E L,Piezunka H.All the right moves:How entrepreneurial firms compete effectively[J].Strategic Entrepreneurship Journal,2012,6(2):116-132.
[17]Wales W J,Gupta V K,Mousa F T.Empirical research on entrepreneurial orientation:An assessment and suggestions for future research[J].International Small Business Journal,2011,31(4):357-383.
[18]Rauch A,Wiklund J,Lumpkin G,et al.Entrepreneurial orientation and business performance:An assessment of past research and suggestions for the future[J].Entrepreneurship Theory and Practice,2009,33(3):761-787.
[19]Wales W J,Patel P C,Parida V,et al.Nonlinear effects of EO on small firm performance:The moderating role of resource orchestration capabilities[J].Strategic Entrepreneurship Journal,2013,7(2):93-121.
[20]Lyon D W,Lumpkin G T,Dess G G.Enhancing EO research:Operating and measuring a key strategic decision making process[J].Journal of Management,2000,26(5):1055-1085.
[21]王国红,李娜,邢蕊.新兴互联网企业创业导向的构成及演化---基于六家企业的案例研究[J].管理案例研究与评论,2018,11(1):1-18.
[22]Barney J B.Firm resources and sustained competitive advantage[J].Journal of Management,1991,17(1):99-120.
[23]March J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1):71-87.
[24]Uotila J,Maula M,Keil T,et al.Exploration,exploitation and financial performance:Analysis of S&P 500corporations[J].Strategic Management Journal,2009,30(2):221-231.
[25]Hess A M,Rothaermel F T.When are assets complementary?Star scientists,strategic alliances,and innovation in the pharmaceutical industry[J].Strategic Management Journal,2011,32(8):895-909.
[26]彭新敏,郑素丽,吴晓波,等.后发企业如何从追赶到前沿?---双元性学习的视角[J].管理世界.2017(2):142-158.
[27]张晓微,赵宇楠,井润田.探索式学习、利用式学习与新生态系统---基于IMAX公司组织成长策略的案例研究[J].管理案例研究与评论.2017,10(6):536-554.
[28]毛基业,陈诚.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.2017(2):135-141.
[29]Eisenhardt K M,Graebner M E,Sonenshein S.Grand challenges and inductive methods:Rigor without rigor mortis[J].Academy of Management Journal,2016,59(4):1113-1123.
[30]Chen M J,Miller D.Competitive attack,retaliation and performance:An expectancy valence framework[J].Strategic Management Journal,1994,15(2):85-102.
[31]Mishina Y,Pollock T,Porac J.Are more resources always better for growth?Resource stickiness in market and product expansion[J].Strategic Management Journal,2004,25(12):1179-1197.
[32]Christensen C M.The innovators’dilemma when new technologies cause great firms to fail[M].Boston:Havard Business School Press,1997.
[33]Christensen C M,Raynor M E.The innovators’solution creating and sustaining successful growth[M].Boston:Havard Business School Press,2003.
[34]Katila R,Chen E L.Effects of search timing on innovation:The value of not being in sync with rivals[J].Administrative Science Quarterly,2008,53(4):593-625.
[35]Katila R,Rosenberger J,Eisenhardt K.Swimming with sharks:Technology ventures,defense mechanisms and corporate relationships[J].Administrative Science Quarterly,2008,53(2):295-332.
[36]Stettner U,Lavie D.Ambidexterity under scrutiny:Exploration and exploitation via internal organization,alliances,and acquisitions[J].Strategic Management Journal,2014,35(13):1903-1929.
[2]谢洪明,程聪.企业创业导向促进创业绩效提升了吗?:一项Meta分析的检验[J].科学学研究,2012,30(7):1082-1091.
[3]尹苗苗,毕新华,王亚茹.新企业创业导向、机会导向对绩效的影响研究---基于中国情境的实证分析[J].管理科学学报,2015,18(11):47-57.
[4]Simsek Z,Heavey C,Veiga J F.The impact of CEO core self-evaluation on the firm’s entrepreneurial orientation[J].Strategic Management Journal,2010,31(1):110-119.
[5]任胜钢,赵天宇,董保宝.创业导向与结构社会资本交互影响创业企业绩效的多案例研究[J].科学学与科学技术管理.2016,37(5):105-118.
[6]王国红,秦兰,邢蕊,等.新企业创业导向转化为成长绩效的内在机理研究---以创业拼凑为中间变量的案例研究[J].中国软科学.2018(5):135-146.
[7]刘伟,杨贝贝,刘严严.制度环境对新创企业创业导向的影响:基于创业板的实证研究[J].科学学研究,2014,32(3):421-430.
[8]Wiklund J,Shepherd D.Entrepreneurial orientation and small business performance:A configurational approach[J].Journal of Business Venturing,2005,20(1):71-91.
[9]Covin J G,Slevin D.Strategic management of small firms in hostile and benign environments[J].Strategic Management Journal,1989,10(1):75-87.
[10]Mousa F T,Wales W J,Harper S R.When less is more:EO’s influence upon funds raised by young technology firms at IPO[J].Journal of Business Research,2015,68(2):306-313.
[11]Lumpkin G T,Dess G G.Clarifying the EO construct and linking it to performance[J].Academy of Management Review,1996,21(1):135-172.
[12]Lumpkin G T,Dess G G.Linking two dimensions of EO to firm performance:The moderating role of environment and industry life cycle[J].Journal of Business Venturing,2001,16(5):429-451.
[13]Miller D.The correlates of entrepreneurship in three types of firms[J].Management Science,1983,29(7):770-791.
[14]Anderson B S,Kreiser P M,Kuratko D F,et al.Reconceptualizing entrepreneurial orientation[J].Strategic Management Journal,2015,36(10):1579-1596.
[15]Chen M J,Hambrick D C.Speed,stealth,and selective attack:How small firms differ from large firms in competitive behavior[J].Academy of Management Journal,1995,38(2):453-482.
[16]Katila R,Chen E L,Piezunka H.All the right moves:How entrepreneurial firms compete effectively[J].Strategic Entrepreneurship Journal,2012,6(2):116-132.
[17]Wales W J,Gupta V K,Mousa F T.Empirical research on entrepreneurial orientation:An assessment and suggestions for future research[J].International Small Business Journal,2011,31(4):357-383.
[18]Rauch A,Wiklund J,Lumpkin G,et al.Entrepreneurial orientation and business performance:An assessment of past research and suggestions for the future[J].Entrepreneurship Theory and Practice,2009,33(3):761-787.
[19]Wales W J,Patel P C,Parida V,et al.Nonlinear effects of EO on small firm performance:The moderating role of resource orchestration capabilities[J].Strategic Entrepreneurship Journal,2013,7(2):93-121.
[20]Lyon D W,Lumpkin G T,Dess G G.Enhancing EO research:Operating and measuring a key strategic decision making process[J].Journal of Management,2000,26(5):1055-1085.
[21]王国红,李娜,邢蕊.新兴互联网企业创业导向的构成及演化---基于六家企业的案例研究[J].管理案例研究与评论,2018,11(1):1-18.
[22]Barney J B.Firm resources and sustained competitive advantage[J].Journal of Management,1991,17(1):99-120.
[23]March J G.Exploration and exploitation in organizational learning[J].Organization Science,1991,2(1):71-87.
[24]Uotila J,Maula M,Keil T,et al.Exploration,exploitation and financial performance:Analysis of S&P 500corporations[J].Strategic Management Journal,2009,30(2):221-231.
[25]Hess A M,Rothaermel F T.When are assets complementary?Star scientists,strategic alliances,and innovation in the pharmaceutical industry[J].Strategic Management Journal,2011,32(8):895-909.
[26]彭新敏,郑素丽,吴晓波,等.后发企业如何从追赶到前沿?---双元性学习的视角[J].管理世界.2017(2):142-158.
[27]张晓微,赵宇楠,井润田.探索式学习、利用式学习与新生态系统---基于IMAX公司组织成长策略的案例研究[J].管理案例研究与评论.2017,10(6):536-554.
[28]毛基业,陈诚.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.2017(2):135-141.
[29]Eisenhardt K M,Graebner M E,Sonenshein S.Grand challenges and inductive methods:Rigor without rigor mortis[J].Academy of Management Journal,2016,59(4):1113-1123.
[30]Chen M J,Miller D.Competitive attack,retaliation and performance:An expectancy valence framework[J].Strategic Management Journal,1994,15(2):85-102.
[31]Mishina Y,Pollock T,Porac J.Are more resources always better for growth?Resource stickiness in market and product expansion[J].Strategic Management Journal,2004,25(12):1179-1197.
[32]Christensen C M.The innovators’dilemma when new technologies cause great firms to fail[M].Boston:Havard Business School Press,1997.
[33]Christensen C M,Raynor M E.The innovators’solution creating and sustaining successful growth[M].Boston:Havard Business School Press,2003.
[34]Katila R,Chen E L.Effects of search timing on innovation:The value of not being in sync with rivals[J].Administrative Science Quarterly,2008,53(4):593-625.
[35]Katila R,Rosenberger J,Eisenhardt K.Swimming with sharks:Technology ventures,defense mechanisms and corporate relationships[J].Administrative Science Quarterly,2008,53(2):295-332.
[36]Stettner U,Lavie D.Ambidexterity under scrutiny:Exploration and exploitation via internal organization,alliances,and acquisitions[J].Strategic Management Journal,2014,35(13):1903-1929.