校企协同创新政策对大学创业化趋势的影响

科技驱动战略对大学提出了创业化改革的需求,也提供了内涵式发展的机遇,但高校改革是一项复杂的工程,推进过程艰难。国内发达地区的创新政策包括了校企协同创新的内容,也存在系统性不够等不足。高校如何更好地走向创业化,需要加强顶层设计并体现在绩效管理制度中。     

消费者数据化参与的研发创新——企业与消费者协同演化视角的双案例研究

既有消费者参与研发的研究主要聚焦于领先用户等特殊消费者,本文基于两家互联网服装企业的案例研究发现,大数据应用为普通消费者参与企业研发提供了条件和可能。本文据此提出消费者数据化参与研发的概念,从企业与消费者协同演化视角构建了大数据环境下普通消费者数据化参与研发的理论框架,着重探讨:(1)普通消费者如何参与研发;(2)不同设计理念的企业如何实现普通消费者参与的研发创新。研究结果表明,大数据环境下普通消费者通过数据化方式参与研发,企业通过对消费者大数据的利用,使研发决策从依靠人的经验判断转变为依靠人与数据的结合,从而实现研发创新。具体而言,秉持用户导向的企业形成了数据驱动型研发创新,秉持设计师导向的企业形成了数据支持型研发创新。由此,将消费者参与研发的研究从特殊消费者扩展到普通消费者从而形成理论创新,为探讨大数据环境下企业与消费者价值共创提供新的洞见。     

基于三方演化博弈的政产学研协同创新机制研究

政产学研协同创新是实施创新驱动，推动国家和区域经济发展的重要动力，然而企业牵头、高校参与的协同创新机制存在弊端。鉴于此，本文构建了政府引导、高校牵头、企业参与的协同创新三方演化博弈模型，分析了政产学研三方在协同创新过程中的策略选择，并用仿真分析研究了政产学研协同创新策略选择的影响因素。结果表明：政府、企业和高校受彼此参与意愿的影响程度不同；政府不同的激励机制对企业和高校的影响存在差异；企业对惩罚力度和收益分配更加敏感。     

协同创新、知识溢出的演化博弈机制研究

基于演化博弈理论,研究企业、大学和科研机构间协同创新过程的"演化稳定策略"。通过设计知识共享模型分析知识投入与知识溢出对协同创新的影响并进行仿真检验。研究认为,长期的协同创新中"合作"策略是参与方采用的"演化稳定策略";当参与方数量不同时,小群体一方率先实现"合作"策略稳定,群体数量相近时双方采用"合作"策略的收敛速度趋于一致;增加知识溢出有利于提高协同创新效率与稳定性。在理论上解释了协同创新博弈的合作策略稳定性,为产学研合作的机制设计提供决策参考。     

基于高校知识三角的产学研协同创新实证研究——自组织视角

产学研协同创新体现了系统集成的思想,本文以协同学为基础,从自组织理论视角分析了高校创新能力在产学研协同创新过程中的动态演化规律。研究表明:复杂性科学可以有效地解决公共管理问题的不确定性,本文以具有自组织特征的"B-Z"反应模型为基础,建立了高校知识生产能力、知识传播能力和知识转移能力构成的Logistic模型,通过稳定性分析与仿真模拟,讨论了高校三个能力子系统在产学研协同创新过程中的演化规律,并进一步确定了主导能力要素的序参量模型,并且对我国31所高校在产学研协同创新过程中的演化规律进行了验证性实证分析。本文的研究为我国研究型大学通过调整内部能力结构促进产学研协同创新提供了定量的分析视角与科学的政策讨论依据。     

我国战略性新兴产业间供应链企业协同创新演化博弈研究

在新兴技术深度交叉融合的新模式下,供应链企业协同创新是加快产业链向高端化延伸的重要途径。本文基于战略性新兴产业的战略性和新兴性,考虑社会效应及市场风险收益因素,构建战略性新兴产业之间供应链企业的演化博弈模型,研究数据库营销成熟度在内的多种因素的影响,通过案例仿真进行验证并分析在市场机制失灵时,政府调控的作用效果。研究结果表明：数据库营销成熟度、协同创新产生的信息流和技术量、技术收益系数和社会效益系数以及损益障碍因子等因素对系统趋于协同创新方向演化具有正向作用;在市场机制失灵时,政府采取成本补贴的激励效果更加高效快速,成果奖励的驱动力更加持久,两种激励手段相结合的方式最优;中等程度的监管力度及低于搭便车收益程度的惩罚并不能保证企业间的公平竞争,高于阈值的惩罚力度才能够有效抑制搭便车收益与前景损益的负向影响,驱动系统向协同创新的方向演化,且惩罚力度越高,系统的收敛速度越快。     

协同创新的动态机制与激励政策——基于复杂系统理论视角

产学研体系是国家创新系统的核心,产学研体系的协同创新能力攸关国家竞争力。本文借鉴复杂系统理论中经典的"B—Z"反应模型,在实证研究产学研协同静态机制的基础上进一步构建了Logistic动态分析模型,探索产学研协同创新的动态演进机制,并仿真研究不同政策的激励效果。本研究发现,企业吸收能力是当前我国创新系统主导产学研协同创新的主导因素,在不同政策激烈条件下吸收能力的作用均举足轻重。本文的研究结果,将为破解产学研系统协同效率问题提供优化方向,并为丰富国家创新系统理论和创新政策理论做出理论贡献。     

基于前景理论的重大工程协同创新资源共享演化分析

重大基础设施工程的深度不确定性为项目技术和建设管理创新带来更多机会和挑战。为了促进多主体协同创新效率、揭示行为演化规律,本文从协同创新主体之间资源共享的角度,基于前景理论的有限理性假设,构建了融入前景价值函数和权重函数的资源共享前景值矩阵,分析了资源提供方与资源接收方在协同创新决策中的动态演化过程,通过数值模拟讨论了影响资源共享演化稳定结果的主要因素。研究发现存在某个最优协同收益分配比例使系统更快收敛到最优结果;资源共享意愿与创新收益系数呈正相关,与前期成本呈负相关;风险偏好、损失敏感度、环境不确定性等参数会在一定条件下对演化结果产生不同程度的影响。从创新合作伙伴选择、信息交流平台构建、协同利益分配、风险管理、心理意识调节几个方面提出促进重大工程协同创新资源共享的建议。     

政策测量、政策协同演变与经济绩效:基于创新政策的实证研究

以技术创新政策为案例,本文在政策量化方面做出了有意义的探索性研究,并通过量化后的政策描绘出政策协同演变的路径以及对经济绩效的影响。文章的主要贡献在于给出了政策量化标准具体的操作手册,并得出了一些启示性的结论:第一,颁布政策与政策协同的核心机构并不是主管科技工作的部门,而是掌管关键经济和行政资源的部门。第二,中国技术创新政策正逐渐摆脱单纯依靠行政措施或其他单一政策措施实现政策目标的做法,而转向综合利用各种政策措施,通过各种措施的协同推动技术能力的提升。第三,创新政策协同对经济绩效的影响存在显著方向性差异,并不是协同越强越好。     

企业战略-组织环境协同演进与产业空间转移——以自行车产业为例

通过回顾自行车这一典型的劳动密集型产业120年的发展、集聚、转移历程,系统分析了影响其转移的各种因素及机制;提出产业空间转移主要受承接地区集聚力和转移地区扩散力的双重作用,同时也受到劳动力成本、冰山成本、资本收益及制度环境的影响。产业集群的形成和发展促进了产业的空间转移,揭示出产业空间转移过程本质上是基于产业集群的企业战略与组织环境协同演进过程。     

The Strategic Management of Innovation: A Systematic Review and Paths for Future Research

Strategic management scholars have long emphasized the importance of innovation for a firm's competitive advantage and performance. However, the current state of knowledge about the strategic management of innovation is characterized by conflicting theoretical predictions, persisting knowledge gaps and theoretical inconsistencies. Adopting a ‘systematic’ approach to reviewing the literature, this paper combines different quantitative methods – co‐word analysis, cluster analysis and frequency analysis – to review 342 articles on the strategic management of innovation published in seven journals from 1992 to 2010. On the basis of these analyses, suggestions are developed for future research which could help to promote future theory development and provide relevant material for policy decisions that managers and executives have to make when they manage innovation.     

Political Modernisation and Policy Arrangements: A Framework for Understanding Environmental Policy Change

Since its emergence in the early seventies, the environmental policy domain has substantially changed in terms of its content, organisation and instrumentation. Hitherto these changes have been studied primarily as strategic responses of the actors involved. This article aims to conceive recent changes in environmental policies in terms of political modernisation on the one hand, and in terms of the renewal of policy arrangements on the other. Political modernisation refers to structural processes of changing interrelations between state, market and civil society, and to new conceptions and practices of governance. Policy arrangements refer to the substance and the organisation of policy domains in terms of policy discourses, coalitions, rules of the game and resources. This analytical framework aims to do justice to policy dynamics caused by both strategic and structural factors. It therefore provides new perspectives on the understanding of recent changes in environmental policy and also proves to be helpful in improving those policies. Professor Bas Arts holds the chair of the Forest and Nature Conservation Policy Group at Wageningen University, the Netherlands. Professor Pieter Leroy holds the chair of the Department of Political Sciences of the Environment at Radboud University Nijmegen, the Netherlands. Dr. J.P.M. van Tatenhove is Associate Professor at the Environmental Policy Group of Wageningen University, the Netherlands.     

管理创新创造阶段：从内部变革促进者视角的分析

为深入探究管理创新创造阶段,从内部变革促进者驱动管理创新的视角,构建管理创新创造阶段二维度模型,重点总结和提炼模型中的新问题类型、问题驱动式探索的来源和内部变革促进者的创新背景,最后,利用大午集团推行的"企业立宪制"佐证该模型.研究表明,管理创新创造阶段是内部变革促进者根据内外部环境对新问题进行驱动式探索的阶段;新问题可归纳为组织突变和障碍因素;问题驱动式探索的来源可划分为市场范围、市场来源、内部来源、专业来源;内部变革促进者的外部经验、接受的训练和外部网络3类创新背景是管理创新创造的基础.     

Disengagement in Open Innovation: A Cognitive Perspective

The central tenet of open innovation (OI) is that useful knowledge is widely distributed. By purposively engaging in knowledge sourcing and sharing (KSS) activities, organisations can create and capture value through collaborative exchange with others. Organising for OI relies on the assumption that individual managers tasked to bring it to fruition will enact behavioural responses conducive to external KSS. However, understanding what characterises and informs managers’ disengagement in OI remains an unresolved challenge. The interactions between managers’ in-role demands in OI and their self-concept, which guide behavioural responses, are under-investigated. Drawing on cognitive dissonance theory (CDT), this article conceptualises the sources of managerial dissonance and situates discussions on underlying influencing mechanisms, culminating towards a cognitive model of disengagement in OI. Bridging OI, psychology and management literature, hypotheses are developed to stimulate investigations into what characterises and influences managers’ disengagement in OI. Managerial implications are discussed to curate approaches that can help manage managerial dissonance in order to attain the desired organisational OI goals.     

A Review of Political Skill: Current Research Trend and Directions for Future Research

This paper reviews theoretical and empirical research on the use of political skill in organizations and proposes some agendas for future research. Although political skill is a relatively new construct in organizational politics research, a large number of theoretical and empirical studies have been conducted. Five major themes were identified in previous research. These are: (a) definition and measurement of political skill; (b) political skill and stress management; (c) political skill and career success; (d) political skill and individual performance; and (e) political skill and leadership effectiveness. This review critically examines previous empirical studies in light of this theoretical background and points out that, although previous empirical studies support the theoretically assumed effects of political skills, they fail to confirm how and why these skills bring about these effects. Based on this examination, the author suggests the examination of mediators and dimensional differences derived from theory that can lead to more effective exploration of the impact of political skill. In addition, several issues for future research are proposed, which may provide useful insights for both literature and practice.     

双元创新研究述评及开展中国情境化研究的建议

基于1991~2020年发表在Web of Science(WOS)核心数据库的双元创新学术论文,对双元创新研究进行了可视化计量分析和系统性内容梳理:①从文献产出趋势、合作网络、发表平台和关键节点文献等方面呈现双元创新研究概况;②总结双元创新的基本思想与逻辑,提炼分析双元创新的4种基本关系,构建基于“影响机制-作用过程-作用效果”的双元创新整合研究框架;③在对比中英文代表性文献的基础上,提出应基于跨学科、多层次与多因素交互、多研究方法、智能化和数字化驱动等视角开展中国情境下双元创新研究的建议。     

The Problems of Effecting Change Within the British Civil Service: A Cultural Perspective

This paper examines the relatively unexplored area of underachievement in organization change programmes, where the original ambitions of the authors of change fail to be realized at the level of implementation. A case in point is the British Civil Service which after several years of government endeavour has not seen the large-scale, ‘second order’ change that had been expected. The paper offers a cultural perspective on this issue. Using the findings from an in-depth, ethnographic study of one of the newly formed agencies within the civil service, it argues that attempts at change can be frustrated by a ‘cultural infrastructure’ at the local level which acts to neutralize any attempt to change from above - in relative power terms a case of David defeating Goliath. This structure is a social defence against the anxieties and ambiguities brought about by the threat of impending change, and is manifested not as resistance, or even avoidance, but disregard and unstudied indifference. These local cultural orientations are the cause of ‘schematic myopia’ (Harris, 1989) or collective blindness, which prevent those affected from recognizing the significance of a major change initiative. An examination of these cultural processes reveals the inherent weaknesses and limitations of one of the most ubiquitous of change models to be found in organizations today: the top-down, ‘invasionary’ approach to change.     

Introduction to Innovation WITHIN and ACROSS Borders: A Review and Future Directions

Innovation is an integral part of every firm's ongoing operations. While new product and service creation is an essential task to ensure a firm's immediate success in the marketplace, process and supply chain innovations can also create a unique source of competitive advantage for the future. Encouraging innovative thinking, developing new innovations, and managing the processes by which those innovations are developed are critical aspects of today's firm. Consequently, research which aids in the creation and maintenance of innovative firms is an important topic of inquiry for research communities on innovation management, including the operations management and information systems communities. We review the literature in this important area and offer suggestions for future research on the following topics: innovation within a firm and across the supply chain, technology management, and new product and service development.     

The European Commission''s White Paper "Strategy for a Future Chemicals Policy": A Review

The European Commission has proposed a radical new policy for the regulation of chemicals in the EU in the form of a White Paper. The current system has separate regulatory provisions for "new" chemicals (introduced to the market since September 18, 1981) and "existing" chemicals (on the market before September 18,1981). The proposed future policy will have a single unified regulatory system for all chemicals, which should result in better regulation of chemicals in the EU single market. It will be better because risk assessments will be targeted at the chemicals of greatest concern. Furthermore, the system will be streamlined, making regulatory decisions faster, and thus reducing the so-called burden of the past (the large number of chemicals that have never been assessed for their risks to human health or the environment). The new system incorporates the precautionary principle, which will be applied where there is an early indication of unacceptable risk or where there is undue delay in the regulatory process. Moreover, the new strategy is intended to promote greater transparency for all stakeholders.