企业与消费者协同演化动态能力构建:B2C电商梦芭莎案例研究

现有动态能力理论将消费者视为影响企业动态能力的环境因素之一,主要从企业内部视角来探讨企业如何应对外部市场的变化,缺乏从企业与消费者相互影响视角对动态能力的深入研究。本文通过B2C电商企业梦芭莎的案例研究发现,在快速变化的环境中,企业与消费者互动形成的协同演化动态能力构成电商企业动态能力的一种主要形式,由此提出企业与消费者协同演化动态能力的概念模型,认为企业与消费者协同演化动态能力由捕捉消费者变化、适应消费者变化和引导消费者变化3种能力,及被动型和主动型协同演化两个阶段构成。其中,市场环境动荡形成的压力筛选构成企业与消费者协同演化动态能力的构建前提,企业与消费者之间的交互作用构成企业与消费者协同演化动态能力的构建逻辑,信息技术应用构成企业与消费者协同演化动态能力的构建基础,组织学习和消费者学习构成企业与消费者协同演化动态能力的构建机制。这一研究将外部环境与动态能力的关系从单向因果关系扩展为双向互为因果关系,丰富了企业动态能力理论的内涵,对中国B2C电商企业的创新发展具有启发和指导意义。     

管理认知与动态环境下企业竞争优势:万和集团案例研究

本文基于有限理性思想,探讨动态环境下,高层管理者管理认知在企业获取并保持其竞争优势中的作用,建立包括环境变化、管理认知、战略行为、组织能力演化与企业绩效关系的研究框架.利用访谈、内部文本、外部文献等多重数据建立质性研究资料库;在质性资料基础上构建案例企业环境、认知、战略行为与组织能力的因果图;利用因果图,通过案例分析考察万和集团在动态环境下的管理认知、战略行为和组织能力.以此验证所提出的研究命题并得出结论:动态环境下,高层管理者是有限理性的,其管理认知对企业战略行为与组织能力演化有直接和关键性的影响.随后,论文延申探讨了制度因素作用于企业战略决策的途径和动态能力研究中高层管理者的作用.     

基于自组织系统的企业和谐主题演化分析

组织和谐管理系统的构建,核心在于对组织和谐主题的认识。组织和谐主题是随组织内外部环境变化而不断演化的,根源在于不同情境下组织自适应体的认知差异,这是组织和谐主题演化的根本动因。在不同认知状态下的组织自适应体可以采取有效的行动来调整组织内部及组织与环境间的关系,实现组织和谐主题的演化,达成组织与环境动态适应的目标。和谐主题的演化就是组织自适应体不断进行自组织以达到和谐状态的过程。     

战略学习如何影响组织创新——基于动态能力的视角

已有研究关注到了战略学习对组织创新的重要作用,但对其影响机理的认识仍然十分模糊。本文从动态能力的视角研究战略学习对组织创新的影响,将组织学习和知识管理分别作为过程维度和内容维度纳入战略学习,深入考察动态能力及其3个维度(感知响应、整合利用和重构转变)对战略学习与组织创新关系的中介效应。本文利用248家中国企业调查数据所做的实证研究发现:(1)战略学习及其两个核心维度对组织创新有显著的积极影响但作用不同,知识管理在组织学习与组织创新关系间存在显著的完全中介作用,知识管理各维度发挥着程度不同的部分中介作用。(2)动态能力在组织学习与组织创新的关系中具有显著的完全中介作用,动态能力的3个维度在二者关系中存在显著但不同程度的部分中介作用。(3)动态能力在知识管理与组织创新的关系中具有显著的完全中介作用,其3个维度二者关系中存在显著但程度不同的部分中介效应。(4)在组织学习和知识管理与组织创新的关系中,不仅存在动态能力的完全中介作用,而且同时存在知识管理的完全中介作用。这些结论拓展了战略学习、动态能力与组织创新三者关系理论认知的边界,同时对中国企业组织创新实践有重要的现实指导意义。     

组织学习与演化的综合模型分析

组织学习与组织演化是组织理论中近来出现的两大新兴板块，但是多数研究将这两个理论分别对待，很少有相应的综合模型。本文试图整合组织学习和组织演化理论，并利用组织演化的方法讨论组织学习机制，说明组织学习过程中的个人、团队、组织三个层次与演化的互动作用．我们认为组织学习的过程对组织演化具有关键的影响作用；而演化又为组织学习提供新的学习基础。两者相互作用，形成核心专长和能力，推动组织变革和进步。同时本文还讨论了目前研究存在的一些困境。     

基于数字化技术共建“和而不同”动态能力--2011~2020年索菲亚与经销商的纵向案例研究

如何解决组织间管理认知对跨组织动态能力的负面影响,既是双元动态能力研究的前沿课题,也是管理实践的难题。本文以“和而不同”的中国哲学思想为基础,通过对2011~2020年索菲亚与经销商的纵向案例研究发现:(1)适度变化与高度动荡两种环境类型决定了合作组织间一致(“和”)或不一致(“不和”)的管理认知。数字化技术通过削弱跨组织异质性资源的不匹配,促进了一致的管理认知,即实现“和”;同时,通过强化跨组织异质性资源的互补与融合,促进了差异化的创新行动,即实现“不同”;(2)合作组织基于数字化技术构建了合作创新能力和协同变革能力,形成从跨组织异质性资源到跨组织“和而不同”动态能力的构建。据此,本文提出基于数字化技术的跨组织嵌套型双元动态能力模型,扩展了管理认知与跨组织双元动态能力的关系研究而形成理论创新,为管理实践提供了管理认知一致与不一致条件下合作组织共建跨组织动态能力的一种解决方案。     

和谐主题漂移的涵义及其过程描述

和谐主题漂移是指组织为了动态适应外部环境和自身特征的变化,从原有主题转变到新主题的过程.主题的漂移有客观和主观两方面原因,组织资源的柔性、动态能力、学习机制、创新理念和变革型领导是主题漂移的支撑条件,组织惯性则对主题漂移过程有较大的阻碍作用,基于上述分析构建了和谐主题漂移过程的描述模型.     

动态能力演化的知识模型与一个中国企业的案例分析

本文提出了一个基于组织知识的动态能力演化模型。在建立了基于知识的企业能力模型,并提出企业能力改变的18种纬度的基础上,本文认为动态能力的演化主要是围绕变异、内部选择、传播和保持4个阶段循环进行。在这个过程中,组织的经营性惯例和学习性惯例都发挥了重要作用,并交织着企业的认知性努力与行为性努力。随后,本文结合湖北京山轻工机械股份有限公司进行了案例分析,并得出了有益的启示。     

动态能力维度在企业创新国际化各阶段中的作用变化分析——基于海尔的案例研究

选取海尔作为案例研究对象,探究在创新国际化的不同阶段动态能力各维度作用的变化。研究发现,动态能力维度与创新国际化阶段相互关联:在创新国际化的起步阶段,以环境洞察能力、组织学习和组织革新为主,组织柔性最弱;在发展阶段,以环境洞察能力、组织革新和组织学习为主,但组织柔性有较大幅度提升;在高级阶段,以环境洞察能力和组织柔性为主。在这3个阶段中,环境洞察能力是最重要的维度;同时,在创新全球化的高级阶段,企业要注重组织柔性的培养。     

知识经济背景下平台型企业构建过程中的迭代创新模式——基于动态能力视角的双案例研究

知识经济背景下,平台型企业的构建及其创新模式成为学界和业界关注的热点。然而现有研究忽略了从过程视角对于创新模式演化发展的探讨,也未能凸显平台型企业情境的差异性。运用案例研究方法,本文聚焦于两家平台型企业的构建过程,基于动态能力视角,探究平台型企业构建过程中的迭代创新模式演化问题。研究发现:平台型企业构建情境的不同促进形成两条迭代创新模式演化路径;"位势—过程—路径"的动态能力三维分析框架能够有效解析迭代创新"开发—测量—认知"的动态循环过程;迭代创新模式演化也会影响平台型企业的构建以及动态能力价值的实现。本文研究结论对于平台型企业创新模式演化的内在规律及其运营实践具有较好的理论和实践价值。     

Reconsidering ordinary and dynamic capabilities in strategic change

Dynamic capabilities research explains the ability of firms to respond to dynamic environments by reconfiguring inert and insufficiently flexible ordinary capabilities. However, more recent research ascribes the routines that constitute ordinary capabilities the ability to evolve endogenously. This study aims to develop dynamic capability research by increasing our understanding of the relations between and the roles played by ordinary and dynamic capabilities in producing purposeful responses to environmental dynamism. Drawing on longitudinal, qualitative data, we show how ordinary capabilities make important contributions to organizational responses to dynamic environments. Our findings pose challenges to key assumptions of extant dynamic capabilities research and allow us to explicate new roles for ordinary and dynamic capabilities, thus advancing the understanding of the relation between dynamic and ordinary capabilities and advancing understanding of one of the central issues in dynamic capabilities research: firms’ capacity to respond to changing environments.     

Strategic human resource development: towards a conceptual framework to understand its contribution to dynamic capabilities

Dynamic capabilities have assumed major importance in the strategy and human resource management literatures. However, discussion of their contribution to strategic human resource development (SHRD) is nascent. We introduce the concept of ‘dynamic’ strategic human resource development capabilities (DSHRDCs) and propose a framework consisting of (a) enabling factors, (b) specific components, (c) underlying processes, and (d) unique SHRD dynamic capabilities. We view a dynamic capabilities approach as a useful lens to understand how SHRD contributes to organizational performance through the development of capabilities. We discuss each component of the framework and propose possible directions for future research and implications for practice.     

The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach

The dynamic capability view (DCV) of the firm has become one of the leading frameworks aimed at identifying drivers of long-term firm survival and growth. Yet, despite considerable academic interest, there are many questions about what dynamic capabilities (DCs) are, how they relate to other organizational operations, and how they relate to firm performance. In this article, we provide a unique and comprehensive examination of the DCV literature that goes beyond past reviews by combining text-based analysis with surveys of, and interviews with, researchers in the field. With this approach, we are able to examine the evolution of the DCV in written literature and identify missing research themes. Based on this review, we argue that future research will benefit from integrating the DCV with configuration theory and the recent micro foundational thinking. We encapsulate this discussion via an architectural model of the DCV (entitled “House of Dynamic Capabilities”) that combines micro foundations underlying DCs at the varying levels of analysis (individual, business unit, and organizational) while also accounting for important enablers of DCs and firm strategic orientation. We also show how this logic requires a completely different set of methodological approaches to those currently in use.     

The Multilevel Nature of Customer Experience Research: An Integrative Review and Research Agenda

Over the last three decades, customer experience (CE) has developed from a burgeoning concept to a widely recognized phenomenon in terms of both research and practice. To account for the complexity of consumption decisions, the CE literature encompasses both the rational information processing approach to consumer decision‐making and the experiential approach, which includes emotions, feelings and sub‐consciousness. The authors classify and examine CE research on two levels. Studies on static CE analyze experiences during touchpoints at one point in time, while studies on dynamic CE assess how experiences evolve over time. Furthermore, both static and dynamic CE research take place from two distinct theoretical perspectives: the organization and the consumer. As both theoretical perspectives essentially deal with the same phenomenon – the organizational perspective with the creation of CEs and the consumer perspective with the perception of customer experiences – there is potential for a productive symbiosis between them. The authors propose that connecting insights from both perspectives can contribute to a better understanding of what constitutes a CE for consumers and how firms can effectively manage it. First, the authors discuss the development of CE and argue that it has evolved into a broad and fragmented ‘umbrella construct’. Second, after distinguishing and defining static and dynamic CE, they systematically evaluate the state of knowledge in both the organizational and consumer perspectives. Finally, they develop an agenda for future research that integrates the consumer perspective into organizational CE research.     

Ambidexterity as a dynamic capability: Resolving the innovator's dilemma

How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper, we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.     

The role of ostensive and performative routine aspects in dynamic capability deployment at different organizational levels

This study clarifies how dynamic capabilities work in modifying operational capabilities at different organizational levels. While there is good understanding that routines that make up operational capabilities possess ostensive and performative aspects, whether the same applies to dynamic capabilities is unclear. In addition, there is only a limited understanding of how dynamic capabilities link to operational capabilities in terms of these two routine aspects, in general, and at different organizational levels, in particular. Our findings suggest that ostensive and performative routine aspects explain the way in which dynamic capabilities work in modifying operational capabilities. They also reveal that the pattern of the ostensive or performative routine aspects in dynamic capability deployment at a selected organizational level correspond with that associated with operational capabilities at the same level.     

政治关系与组织绩效的关系研究

以组织学习和动态能力、政治关系对绩效的影响为中介变量,构建了一个政治关系、组织学习、动态能力与绩效关系的理论模型;然后以广东珠三角地区166家企业为调查对象,采用SEM方法进行实证检验。研究结果发现,政治关系是否影响以及如何影响组织绩效,在很大程度上取决于企业所在行业的特征与企业本身的特点:对于非知识密集型企业而言,政治关系可以通过组织学习与动态能力间接地提高绩效水平;对于知识密集型企业而言,政治关系对于组织绩效、动态能力以及组织学习均没有显著的影响。     

Beyond appearances – Do dynamic capabilities of innovative firms actually differ?

Dynamic capabilities are the higher-order capabilities needed for changing operational-level capabilities and learning in new domains, and thus they are critical for innovation activities. The aim of this study is to explore heterogeneity of dynamic capabilities in a comparative setting. We chose four innovative case firms representing a single industry, namely magazine publishing. The similarity of the cases provided a solid foundation for comparing their dynamic capabilities. Based on the results it seems that the practices comprising sensing capabilities are likely to be similar across firms within a single industry, while practices comprising seizing and reconfiguring types of capabilities may differ more between companies. Thus dynamic capabilities have both idiosyncratic and common features across an industry. These findings are relevant to practicing managers in that they illustrate that competing companies within the same industry tend to develop similar types of practices to match the changing requirement of the operating environment. Hence, managers should not be falsely comforted by the current situation within their firms, but proactively develop their unique capabilities to gain advantage over their competitors.     

Darwinism,organizational evolution and survival: key challenges for future research

How do social organizations evolve? How do they adapt to environmental pressures? What resources and capabilities determine their survival within dynamic competition? Charles Darwin’s seminal work The Origin of Species (1859) has provided a significant impact on the development of the management and organization theory literatures on organizational evolution. This article introduces the JMG Special Issue focused on Darwinism, organizational evolution and survival. We discuss key themes in the organizational evolution research that have emerged in recent years. These include the increasing adoption of the co-evolutionary approach, with a particular focus on the definition of appropriate units of analysis, such as routines, and related challenges associated with exploring the relationship between co-evolution, re-use of knowledge, adaptation, and exaptation processes. We then introduce the three articles that we have finally accepted in this Special Issue after an extensive, multi-round, triple blind-review process. We briefly outline how each of these articles contributes to understanding among scholars, practitioners and policy makers of the continuous evolutionary processes within and among social organizations and systems.     

Embeddedness of Organizational Capabilities*

Managers must regularly make decisions on how to access and deploy their limited resources in order to build organizational capabilities for a sustainable competitive advantage. However, failure to recognize that organizational capabilities involve complex and intricately woven underlying processes may lead to an incomplete understanding of how capabilities affect competitive advantage. As a means of understanding this underlying complexity, we discuss how managerial decisions on resource acquisition and deployment influence capability embeddedness and argue that capability embeddedness has an incremental effect on firm performance beyond the effects from organizational resources and capabilities. To investigate these issues, we present a hierarchical composed error structure framework that relies on cross‐sectional data (and allows for generalizations to panel data). We demonstrate the framework in the context of retailing, where we show that the embeddedness of organizational capabilities influences retailer performance above and beyond the tangible and intangible resources and capabilities that a retailer possesses. Our results illustrate that understanding how resources and capabilities influence performance at different hierarchical levels within a firm can aid managers to make better decisions on how they can embed certain capabilities within the structural and social relationships within the firm. Moreover, understanding whether the underlying objectives of the capabilities that are being built and cultivated have convergent or divergent goals is critical, as it can influence the extent to which the embedded capabilities enhance firm performance.