竞争驱动战略转型的人力资本视线研究——以天津中小制造业企业为例

转型升级阵痛中的中国制造业企业，唯有基于人力资本"视线"实施差异化战略、推进激进式创新，才能变革成功，进而在激烈市场竞争中存活下来并形成核心竞争力。以天津市各大工业园区154家中小制造业企业的问卷调查数据为样本，采用结构方程模型对制造业企业创新逆驱战略转型的人力资本"视线"进行统计检验。结果显示，战略层面的"视线"有一个：外部环境竞争性、差异化战略、激进式创新与企业绩效。资源层面"视线"有两个：差异化战略、HRM系统、人力资本、渐进式创新、激进式创新与企业绩效；差异化战略、HRM系统、知识共享与企业绩效。这三条"视线"为中国制造业企业指明了战略转型、创新变革的具体方向。     

复杂情境下中国企业管理创新类型选择研究

旨在解析我国企业在多因素综合作用的复杂情境下就突变型与渐进型管理创新选择的问题。基于扎根理论、使用多案例比较研究方法,首先采用开放式译码、轴向译码、以及选择性译码析出了大连三洋冷链有限公司管理创新案例中蕴含的关键概念、范畴和故事脉络,并对初始案例研究草案和研究样本进行了发展和补充;其次,在对其他9个案例分别进行概念、范畴和故事脉络分析的基础上,对10个案例进行了比较研究,得出了我国企业在组织规模、行业环境、企业家精神和组织文化的不同组合维度下对突变型和渐进型管理创新的选择模式及其中的机理。     

Cost‐Reducing Innovation and the Role of Patent Intermediaries in Increasing Market Efficiency

Patent intermediaries have gained importance as non‐practicing entities in the innovation domain, buying innovations from an external provider and then licensing them to practicing firms. In this study, we analyze the competition between two identical incumbent firms and a patent intermediary for the acquisition and licensing of a cost‐reducing innovation developed by an external innovator. We show that the outcome of the IP acquisition and licensing game critically depends on the degree of the cost‐reducing innovation. Patent intermediaries win IP rights in patent markets if the innovation is incremental. They also win the IP rights when the innovation is moderate or radical, providing they have significant efficiency advantages over incumbent firms and the uncertainty about the degree of innovation is low. We also show that patent intermediaries serve to make markets more efficient. When the innovation is incremental or moderate, they help ensure a lower cost of production and a lower price for customers, and when the innovation is radical, they help increase the profits of the incumbent firms.     

排斥性创新：一种适合发展中国家的创新方法

在发展中国家进行本土技术创新和追赶发达国家的过程中,他们自然而然会关注重大的突破性创新(Radical Innovation)方法.但是近来的研究表明,突破性创新的失败率很高,而且它要求公司或国家在培养重大的创新方法时投入大量的时间、金钱,还需要高层领导的持续关注.本文对上述问题进行了指南性的回顾,并且讨论了另一种方法--排斥性创新方法.我们应该关注排斥性创新,因为它更有可能获得成功,特别是对那些新兴的本土企业.它还是一种为发展中国家开发新的、市场能接受的产品/服务的有效方法.排斥性创新之后,公司就可以运用维持性创新(Sustaining Innovation)(渐进的和/或突破性的),为本土市场和国际市场提供高端产品.本文还列举了5个中国的案例来证实在发展中国家进行排斥性创新是可行的.     

Implementing the right project structure to achieve coopetitive innovation projects

This research focuses on the project structure used by coopetitors to achieve common innovation projects. Scholars have recently identified an original but complex project structure that they call the Coopetitive Project Team (CPT). However, other project structures can also be implemented by coopetitors to achieve innovation. Therefore, we address the following question: for which types of innovation projects is CPT appropriate? We argue that coopetitors need to use CPT for high-risk and high-cost projects when the aim is to develop radical innovation. CPT allows coopetitors not only to develop innovation capabilities through close resource and knowledge sharing but also to manage the risk of opportunism. Conversely, coopetitors should use another project structure, Separated Project Teams (SPTs), for low-cost and low-risk projects when the aim is to develop incremental innovation. The SPT design allows coopetitors both to achieve the goal of the project and to minimize the risk of opportunism. To confirm our assumptions, we studied the project portfolios of Airbus and Thales, two firms in the space satellite industry. Our findings confirm that coopetitors should implement CPTs to handle innovation projects that are costly, risky and highly innovative. CPTs permit the sharing of knowledge and the management of high opportunism risk, both of which are necessary to achieve radical innovation. Conversely, coopetitors rely on SPTs for low-cost projects that require a low degree of knowledge sharing, thus avoiding the risk of opportunism in achieving their incremental innovation objectives.     

Organizational Learning,Innovation and Internationalization: A Complex System Model

Research on organizational learning, innovation and internationalization has traditionally linked these concepts through linear causality, by considering any one of them as the cause of another, an approach that might be considered contradictory and static. This paper aims to clarify these relationships and proposes a dynamic theoretical model that has mutual causality at its core and is based on ideas originating in complexity theory. The final model results from case studies of two clothing sector firms. The authors consider that the three concepts constitute a complex system and can adapt and transcend, as any alteration can take the system to the edge of chaos. Adaptability is fostered by concentration, improvement and discussion. Transcendence is fostered by attention, dialogue and inquiry. The different paces of the two case study companies led their systems to two different models: the incremental complex adaptive system model and the global complex generative system model. The incremental model is characterized by adaptive learning, incremental innovation and low internationalization; and the global system is characterized by generative learning, radical innovation and global internationalization. The paper ends with an exploration of the academic and management implications of the model.     

创新支点还是保守枷锁：绿色供应链管理实践如何撬动企业绩效？

现有研究表明,绿色供应链管理实践和绿色创新均对企业绩效产生显著影响,但缺乏对上述三者内部关系的深入阐释。本文基于知识基础观,从动态开放视角分别引入双元知识搜索和绿色社会资本两个变量,构建三阶调节中介效应模型,探究企业绿色供应链管理实践对绿色创新和企业绩效之间深层次的作用机制。研究结果显示：绿色供应链管理实践撬动企业绩效增长的关键在于绿色创新在两者之间发挥中介作用;同时依赖于双元知识搜索对该中介作用的调节效应,且上述双元知识搜索的调节效应受绿色社会资本的再次正向调节。本文从理论上延伸了绿色供应链管理研究范畴;从实践上为企业从绿色供应链管理实践中获益提供借鉴和指导。     

高新技术企业创业能力、创新类型与融资方式关系研究

创新是企业实现竞争优势的主要方式,而企业创业能力和资本来源是实现创新的保障。本文利用我国164例中小型高新技术企业,检验创业能力、创新类型和融资方式之间的关系。结果表明,机会能力与突破性创新、风险资本融资程度呈正向关系,而运作能力与渐进性创新、债务融资程度呈正向关系,突破性创新方式与风险资本融资程度呈正向关系,与债务融资程度呈负向关系,而渐进性创新与债务融资程度呈正向关系,与风险资本融资呈负向影响关系。     

Firm size and appropriability of the results of innovation

This article studies the influence of four dimensions of knowledge (codifiability, observability, complexity and dependency) on two types of appropriation methods: secrecy and other alternative methods (constant incremental improvements, lead time, moving down the learning curve and control of complementary resources) and how the firms’ size modifies these relationships.Based on a sample of 670 innovations developed by Spanish industrial firms, codifiability, observability and dependency were found to be the attributes that marks the effectiveness of both secrecy and the other alternative methods. Dependency marked the effectiveness of alternative methods in large companies and observability and codifiability in small firms.     

Strategies for Knowledge Creation in Firms *

We extend the knowledge‐based view by providing an explanation of how firms develop the capability to create knowledge. We take the view that firms are distributed knowledge systems composed of individuals who embody knowledge, and theoretically identify and empirically test the existence and effectiveness of two strategies – organization and project team – that promote their interactions to develop this capability. On the one hand, building on what we call the organization‐level innovation literature, we identify the organization strategy, which suggests investment in organization‐level integrative management practices to facilitate interactions to create knowledge among individuals situated in different parts of the system, independently of when a knowledge‐creation task is established and individuals are organized to create knowledge. On the other hand, building on what we call the team‐level innovation literature, we identify the project team strategy, which suggests investment in project team‐level integrative management practices to facilitate interactions to create knowledge among individuals once a knowledge‐creation task is defined and individuals are placed into teams to create knowledge. The two strategies are substitute approaches for the development of the capability, although the organization strategy appears to better predict outcomes of the capability. However, this approach might be more costly, so not all managers will choose to follow it.     

How Innovative are UK Firms? Evidence from the Fourth UK Community Innovation Survey on Synergies between Technological and Organizational Innovations

Using data from the Fourth UK Community Innovation Survey this paper explores the diffusion of a range of innovative activities (encompassing process, product, machinery, marketing, organization, management and strategic innovations) across 16,383 British companies in 2004. Building upon a simple theoretical model it is shown that the use of each innovation is correlated with the use of all other innovations. It is shown that the range of innovations can be summarized by two multi‐innovation factors, labelled here ‘organizational’ and ‘technological’, that are complements but not substitutes for each other. Three clusters of firms are identified where intensity of use of the two sets of innovations is below average (56.9% of the sample); intermediate but above average (23.7%); and highly above average (19.4%). Distinctive characteristics are found to be common to the companies in each cluster. Finally, it is shown that innovativeness tends to persist over time.     

The impact of external,internal, and dual relational embeddedness on the innovation performance of foreign subsidiaries: Evidence from a developing country

As parts of a global network, foreign-owned subsidiaries enjoy privileged access to knowledge sources both internal (within their multinational group) and external (involving other organizations in the host location), and this has proven especially relevant in their assumption of greater creative responsibilities that increase the technological capabilities of their multinational group. This study investigates whether external and internal relational embeddedness are mutually reinforcing (complementary) or whether they act separately in explaining superior innovation performance of foreign-owned subsidiaries in terms of a greater propensity to obtain radical innovations. The empirical analysis uses both direct and indirect tests to evaluate the complementarity, as well as a rich firm-level panel data on foreign subsidiaries, extracted from a census of Colombian manufacturing firms for the period 2008–2014. Our findings reveal that external relational embeddedness in isolation (without internal embeddedness) has a positive impact on performance only in terms of incremental innovation, while internal embeddedness alone (without external embeddedness) has no effect on the innovation performance of subsidiaries. However, we find that a complementary and dynamic relationship exists between external and internal linkages to spur radical innovation outcomes, which in turn are related to the competence-creating roles in foreign subsidiaries as prior literature has shown.     

Disentangling the effects of organizational controls on innovation

The strategy and innovation literatures argue that organizational competitiveness is contingent upon firms simultaneously pursuing both process and product innovations. A firm’s control system plays a fundamental role in this regard by managing, motivating, and coordinating employees’ behaviors for the development of its innovative capabilities. Research suggests that in order to develop successful innovation, management must use controls that align employees’ interests with those of the organization while simultaneously allowing employee autonomy to encourage creativity. These disparate functions lead to the control–autonomy dilemma. We argue that managers can address this dilemma by recognizing that the effect of controls on innovation outcomes depends, in part, on the controls’ enabling features and the type of commitment they inspire. Our findings show that employee development, which is the focus of input controls, has a direct effect on process innovation-related behaviors while specified goals, the emphasis of output controls, have a direct effect on product innovation-related behaviors. It is only through employees’ perceptions of managerial support that input controls increase product innovation-related behaviors and output controls increase process innovation-related behaviors.     

When and with whom to cooperate? Investigating effects of cooperation stage and type on innovation capabilities and success

In times of saturated markets and decreasing product life cycles, the continuous development and successful launch of innovations are essential for profit-oriented organizations of any kind. Interorganizational cooperation enables companies to get better access to knowledge and capabilities in order to generate and successfully introduce innovations. While scientific research and management practice have acknowledged the importance of cooperation, little research effort is dedicated to empirically determine the effectiveness of cooperation intensity within different stages of the innovation process (cooperation stage) and with different partners (cooperation type). This article aims to fill these gaps by empirically examining the effects of cooperation intensity with different kinds of partners (horizontal, vertical and institutional cooperation) in different stages of new product development (concept and product development as well as implementation stage) on innovation capabilities and success of individual companies. Drawing upon a sample of 154 high-tech companies from the German B-2-B sector, our results reveal that it is in general beneficial for a company to cooperate. However, cooperation in concept and product development primarily improves a company's innovation capabilities while cooperation in the implementation stage primarily enhances innovation success of a company. With respect to cooperation type, vertical, horizontal as well as institutional cooperation significantly enhance innovation capabilities and success of a company. However, cooperation with institutional partners was found to be the most important contributor throughout all stages.     

协作研发与在位企业突破性技术创新及代际知识桥的中介作用——以汽车行业为例

鉴于代际知识桥对企业突破性技术创新的作用可能不同,以65家汽车行业整车在位企业为样本,对其2009~2019年的面板数据进行负二项回归分析后发现:协作研发能够直接提升在位企业的突破性技术创新绩效,且显性代际知识桥与隐性代际知识桥在其间均可发挥积极中介作用;旧技术创新绩效对协作研发与突破性技术创新绩效的关系会产生积极作用,对显性代际知识桥与突破性技术创新绩效的关系会产生消极作用,但均不显著;旧技术创新绩效对隐性代际知识桥与突破性技术创新绩效的关系会产生显著消极作用。     

基于不同战略导向的创新选择与控制方式研究

本文从战略导向的角度出发,研究了企业的创新选择和管理控制方式选择问题.从战略思维和组织学习两个方面对企业家导向和市场导向在创新程度和管理控制方式上的不同进行了分析,提出概念模型和理论假设.利用从10个省市不同行业得到的585家企业有效样本数据的分析,验证了本文的理论模型.分析结果表明,企业家导向更加注重突破式创新并通过战略控制对其进行管理,而市场导向更加注重渐进创新并通过财务控制对其进行管理.分析结果还表明虽然企业家导向与渐进创新没有直接关系,但却可以通过财务控制方式鼓励企业中渐进创新的出现.     

External knowledge search,absorptive capacity and radical innovation in high-technology firms

Open innovation and absorptive capacity are two concepts based on the idea that companies can leverage the knowledge generated externally to improve their innovation performance. The aim of this paper is to analyse the joint effect of open innovation and absorptive capacity on a firm's radical innovation. Open innovation is expressed in terms of external search breadth and depth strategies and absorptive capacity is described by distinguishing between potential and realized absorptive capacity. In order to test our hypotheses, we carried out empirical research in firms operating in high-technology industries. The results indicate that internal routines and processes for absorbing external knowledge help explain radical innovation as they show a significant effect of potential and realized absorptive capacity. Also, there is a moderating effect of absorptive capacity on open innovation. Specifically, potential absorptive capacity exerts a positive effect on the relationship between external search breadth and depth and radical innovation. Realized absorptive capacity moderates the influence of external search breadth. These findings confirm the complementary nature of absorptive capacity and open innovation search strategies on radical innovation.     

Barriers to green innovation initiatives among manufacturers: the Malaysian case

This study investigated the internal and external barriers to green innovation initiatives among Malaysian manufacturers. Data was gathered through a survey of 153 manufacturing companies in Malaysia. Data was analyzed using the partial least squares technique. Results indicated that the barriers to green products, processes, and systems innovations are different. Issues of environmental resources, attitude and perception, business practices, government support, and customer demand were found to be the barriers to green product innovations, whereas attitude and perception, business practices, poor external partnerships, insufficient information, lack of customer demand, and environmental commercial benefits were determined to be the factors that negatively affect green process innovations. As regards green system innovation, environmental resources, attitude and perception, business practices, technical barriers, government support, and environmental and commercial benefits presented themselves as the internal and external barriers that need to be addressed. The results have important implications for managers of manufacturers that have plans of promoting green products, processes, and system innovations.     

Learning and innovation in the context of process-focused management practices: The case of an environmental management system

Adoption of process-focused management practices has been associated with inertia and rigidity in adopting firms. By drawing on the literature on routines and using survey data from 192 ISO 14001 certified facilities in the United States, I find that change catalysis or a deep form of learning which presents the opportunity for innovation can happen in this context. I also examine the internal and external determinants of change catalysis. By doing so I contribute to a better understanding of how process-focused management practices can be a source of innovation within firms.