影响新创企业绩效的创业团队因素研究

如何提升新创企业绩效是创业实践和研究的核心问题。创业团队对新创企业的绩效有着决定性的影响,本文从创业团队的视角出发,对如何提升新创企业绩效的问题进行研究。论文对已有研究进行全面的梳理、总结和评论,发现已有研究主要从创业团队构成和合作过程两方面解释新创企业绩效。论文指出,虽然团队构成决定了创业团队的化学成分,但要形成有助于团队化学反应的合作过程,需要有团队制度作为前提条件,否则团队合作关系容易被破坏。因此,本文提出创业团队治理是影响新创企业绩效的重要因素。在此基础上,本文综合团队构成、团队合作过程和团队治理三个维度,建立了影响新创企业绩效的创业团队因素模型,并指出未来研究的重要方向。     

新创企业薪酬制度研究——基于机会导向的创业战略

新创企业成长的过程也可以看作是新创企业面对创业机会不断调整竞争战略的过程。而薪酬制度作为对企业战略的支撑对创业企业有着重要的作用。本文根据不同创业机会导向的创业战略,探讨了基于这些创业战略的薪酬制度,希望予新创企业有一定程度上的借鉴。     

创业网络、创业学习与新创企业成长

创业学习是新创企业成长的重要手段。尽管创业网络蕴含了大量可供新创企业学习的知识资源,然而少有研究对创业网络、创业学习与新创企业成长绩效之间的作用机制进行探索。本文整合社会资本理论与组织学习理论,构建了创业网络、创业学习与新创企业成长绩效关系的理论模型,并通过层次回归模型和结构方程模型对理论假设进行了实证检验。结果表明,探索式学习与利用式学习对成长绩效有正向影响;正式网络与非正式网络对成长绩效有正向影响;创业学习对创业网络与成长绩效之间的关系起中介作用。研究结论对社会资本理论与组织双元理论有重要贡献,对挖掘创业网络的学习价值并实现新创企业双元发展有重要启示。     

基于能力视角的创业者人力资本与新创企业绩效作用机制研究

以往关于创业者人力资本与新创企业绩效之间关系的实证研究一直没有得到一致性的结论,导致创业领域的学者们质疑创业者人力资本是否对新创企业绩效产生影响;然而在创业实践中风险投资家评估项目时却十分重视创业者的人力资本。本研究基于能力视角,尝试揭示人力资本与新创企业绩效的作用机制,论证了创业能力在创业者人力资本和新创企业绩效关系中的中介作用,采用因子分析、多元回归分析等方法,通过对173家新创企业进行问卷调查,对理论假设进行了检验。研究发现:(1)创业者人力资本对新创企业绩效的影响是通过创业能力的中间传导促成的,即创业能力发挥了中介作用;(2)不同类型的人力资本对不同的创业能力发挥作用。     

新创企业：大企业的“小版本”?

许多人把新创企业当成“大企业的小版本”,认为大企业具备初创企业的一切重要特征,和新创企业有关的问题是实践的灵活性和适应性的问题,而不是理论的问题。本文认为,在新创企业如此重要的今天,沿用针对经营相对成熟稳定的大企业理论,来解决新创企业的经营问题和制定政府相应的创业支持政策,会造成严重的后果。本文从构成企业动态的四个维度——知识和技能、辅助性资产、企业内部过程以及企业的文化价值观——分别对比分析新创企业和已有企业的基本差异性,以有助于人们对新创企业形成更准确的认识。     

基于三方演化博弈的新创科技型企业集群网络嵌入机制研究

新创科技型企业嵌入集群网络既是企业快速成长的捷径，也是高技术产业集群提升竞争力的机会。本文构建了新创科技型企业、集群在位企业、政府三方演化博弈模型。分析了三方参与主体的演化稳定策略，并用数值仿真分析进一步验证了博弈结果。研究表明：演化稳定策略受成本、政府扶持力度，激励、惩罚以及各方初始参与意愿的影响；企业嵌入集群网络关注的是网络化优势带来的长久获益，而非单次合作获益；在结网初期，集群在位企业的参与比政府参与更有助于新创科技型企业成功嵌入集群网络；在结网后期，当新创科技型企业和集群在位企业参与意愿较高后，政府可以逐渐退出对企业结网行为的支持。     

新创企业内部资源与外部关系的战略平衡

由于受新创劣势的约束，新创企业的战略行为需平衡内部资源和外部关系． 基于创业成长的演化视角，本文将创业导向和创新能力定义为内部资源，外部关系构念区分为支持型和合作型关系，分析其中的战略平衡机制． 通过224 家上市创业企业的经验研究显示: 内部资源与外部关系中的政府支持和金融机构支持形成战略替代效应，演进模型的检验也证实新创企业对这种非市场关系资源形成路径依赖的特征; 而在合作型关系中，内部资源与企业联盟之间形成互补效应的平衡机制，但是在演进模型中并没有显著的变化趋势． 研究结论为我国创业企业的战略决策提供一定的实践启示，也为战略创业观点提供理论参考．     

浅析新创民营企业融资方式及对策

伴随创业活动的快速发展,许多新创企业不断涌现。新创企业在增加就业、促进经济增长、开拓新领域等方面起着重要作用。由于信用程度低、综合实力弱,新创企业在融资方面备受阻。其中,新创民营企业筹集资金难度更大。本文分析了新创民营企业现有融资渠道和融资难的原因,并提出了创新型融资方式。     

联盟网络、资源整合与高科技新创企业绩效关系研究

大量研究表明联盟网络对新创企业绩效提升具有重要的积极作用,但已有研究较少探讨联盟网络提升新创企业绩效的内在机理.整合社会网络理论与资源基础观,以高科技新创企业为研究对象,构建联盟网络、资源整合以及新创企业绩效之间的理论模型,以期打开联盟网络作用于新创企业绩效的黑箱.利用182家中国高科技新创企业的问卷调查数据,综合运用层级线性回归和结构方程建模等方法开展实证检验.研究结果表明,构建强关系联盟网络对新创企业绩效具有显著的促进作用,占据联盟网络的中心性位置对新创企业绩效具有显著的促进作用;联盟网络关系强度和中心性位置都正向影响新创企业资源整合活动;资源整合在联盟网络与新创企业绩效关系中发挥中介作用.研究结论就联盟网络如何影响新创企业绩效的内在机制给出理论阐释,推动联盟网络与新创企业绩效关系研究向过程视角进一步拓展和深化,对中国高科技新创企业通过实施联盟网络战略实现优异绩效具有重要的启示.     

技术创新与新创企业生产率——来自VC/PE支持企业的证据

现代经济中,国家的竞争力取决于创建高生产率的创业企业,这些企业能够创造新产品和服务、财富以及新的工作岗位。本文利用2007—2011年PE/VC支持的新创企业数据实证分析了技术创新与企业生产率的关系,我们采用LP方法估计了新创企业的生产率,在充分控制企业异质性及可能的内生性后,研究发现:(1)研发投入对企业生产率具有显著的正向影响关系,且存在滞后效应;(2)高新技术行业的研发投入弹性系数明显高于非高新技术行业;(3)研发投入对不同生产率水平企业生产率的贡献具有明显差异。此外,企业规模和资产负债率均对新创企业生产率具有显著的负向影响,盈利能力和行业需求的增长有利于新创企业生产率的提升。     

Exploring Strategic Positioning in the UK Charitable Sector: Emerging Evidence from Charitable Organizations that Provide Public Services

The UK voluntary sector operates in an arguably enabling policy context. Yet, other external environmental influences have posed major challenges for charitable organizations within the wider voluntary sector. This paper aims to rectify the current lack of empirical research on how charitable organizations have responded in terms of their strategic positioning to the changing external operating environment and policy context. It both explores the positioning strategies adopted by two contrasting British charities that deliver public services in different ways, and investigates the factors that have influenced their choice of positioning strategies. The cases studied extend our knowledge of strategic positioning in organizations other than commercial (for-profit) ones. The findings provide new evidence that charities have begun to strategically position themselves in response to both internal organizational factors and external environmental influences. Emerging lessons from the experiences of the case study organizations provide guidance to charity managers in planning and implementing strategic positioning in their organizations. The findings also underscore the need to develop theoretical and conceptual management models specific to non-profit organizations, such as charities.     

(Re) Defining Emerging Risks

The concept of emergence in risk management can be seen as a revealing symptom of the increasing need for organizations to update their portfolio of risks and opportunities in a rapidly changing and highly competitive environment. Accordingly, the concept of emerging risks has been widely discussed in both scientific and business communities, with, however, a lack of agreement as to whether we should distinguish these risks from others and, if so, what should be the adopted approach for their governance. After reviewing a large set of definitions and conceptions of emerging risks, this article aims at exploring the existence of distinctive features allowing the characterization of a risk as emerging or not. First, we will demonstrate that the features used in the various definitions are ineffective to achieve this distinction. Furthermore, we will argue that all events and consequences associated with risks are or have been states of nature that emerged from complex interactions involving combinations of hazardous activities and stakes. Accordingly, emerging risks are no longer a specific category of risks; they are rather an early step in every risk life cycle that deserves specific governance approaches.     

Global Innovation Networks – Organizations and People

Innovation is increasingly the outcome of global networks that connect geographically dispersed knowledge centers. The international business (IB) literature has developed a sophisticated understanding of the multinational enterprise (MNE) as an organization generates value by integrating knowledge across national borders. We advance this literature by making three key arguments. First we highlight the three megatrends that shape the strategy of the modern MNE: the disaggregation of the value chain into ever narrower activities, the migration of value to knowledge-intensive intangibles and the rise of huge emerging markets like China and India, whose domestic firms can grow to enormous size before venturing abroad. Second, we trace these three megatrends to falling spatial transaction costs, enabled in the main, by digitalization. Third, we draw on earlier research on the generic forms of global linkages, arguing that the IB literature has limited itself to organizational pipelines, while paying relatively little attention to personal relationships. The latter are particularly important in the genesis of both entrepreneurship and radical innovation, but are particularly sensitive to the anti-globalization policies. An environment where technology continues to reduce spatial transaction costs, while policy raises them, strengthens large MNEs at the expense of innovative international new ventures.     

Developing Absorptive Capacity Theory for Public Service Organizations: Emerging UK Empirical Evidence

A strong public policy focus on high performance means that utilizing management knowledge effectively is at a premium for UK public service organizations. This study empirically examined two English public agencies to explore the inter‐sectoral transfer of a strategic management model originally developed in the private sector – absorptive capacity – which is one way of conceptualizing an organizational competence in such knowledge mobilization. Two theoretical contributions are made. First, a new absorptive capacity framework for public service organizations is developed which recognizes the participation of public agency project teams during an innovation process proceeding over time with phases of co‐creation, testing, metamorphosis and diffusion. Second, our novel framework modifies an early influential model of absorptive capacity. Counter to this model, we argue that realized absorptive capacity requires agency from skilled and embedded actors to turn ‘curbing routines’ into ‘enabling routines’ in all four stages. Project (middle) managers have flexibility in their roles to seize episodic moments of opportunity to innovate and achieve service delivery goals, and to build absorptive capacity capability. Absorptive capacity capability develops organically over time. Future research directions are discussed.     

Internationalization,Innovation and Institutions: The 3 I's Underpinning the Competitiveness of Emerging Market Firms

The past decade has seen an increase in the extent of research focused on and around emerging market firms (EMFs) and their rising levels of competitiveness in both their home markets and more importantly in the global market place. At the same time, the practitioner-oriented literature has been documenting a growing number of corporate success stories that originate in emerging market economies. We posit that the growing prominence of EMFs is a result of three interrelated phenomena: the fast-paced internationalization of EMFs into both developing and developed market economies; the rapidly increasing extent to which business enterprises in emerging economies are focusing on knowledge-intensive processes and innovation; and the continuous evolution of institutions in these markets, particularly in terms of economic liberalization.     

Emerging global contenders: The South African experience

The global strategies of three major South African MNEs are examined with a view to understanding the applicability of existing theories to developing country firms and their emergence as global industry leaders.Emerging market MNEs are motivated by both defensive and offensive considerations. At the same time, home market domination allows potential contenders to develop competitive firm-specific advantages that are non-location based.We propose that successful emerging market MNEs start to build their global positions on the back of asset exploitation, but soon follow with asset seeking behavior. When country specific advantages are less important, contenders can accelerate their development of non-location based FSAs rapidly. Finally, leadership and domestic dominance may be more important than country specific advantages in explaining the success of emerging market MNEs.     

Catch-up as a Survival Strategy in the Solar Power Industry

We evaluate the strategies of the emerging market firms in the context of nascent industries. We use the Indian solar power industry as the empirical setting, against the backdrop of the evolution of the global industry, While in traditional industries emerging market firms learn from advanced economy multinational enterprises (MNEs) and slowly upgrade their capabilities, in the intensely competitive environment of nascent innovative industries, emerging market firms are exposed to global competition in their home market right from the early years. This shortens their catch-up clock. As a result, their long-term survival depends on their ability to catch-up fast, both in output and innovation capabilities. In the solar power industry, we find that innovations stem, in the main, from advanced economy firms. Further, Chinese firms are beginning to move from cost-based imitation to innovation. In contrast, with a few key exceptions, most firms in the Indian solar industry remain locked within a narrow niche of downstream site-based installation. Their operations are opportunistic, short term, and without specific catch-up goals, a scenario that does not bode well for the industry's future in India.     

How emerging digital technologies affect operations management through co-creation. Empirical evidence from the maritime industry

Abstract

Globalization, variation in customer expectations, and the developments connected to Information & Communication Technology are usually considered as the main drivers of changes in Operations Management (OM) strategies by firms in both manufacturing and service industries. Emerging digital technologies, such as Internet of Things or Cloud Computing, represents a novel paradigm that is rapidly affecting on several aspects of everyday-life of private and business users. This paper contributes to extant literature about the relationship between emerging digital technologies and OM, by stressing the value co-creation issue. Specifically, we investigate how emerging digital technologies affect OM through value co-creation in the maritime industry. Our study reports the case of FairWind project, an open technology marine service and graphic user interface enabling sailors to personalize their experience on board through 3rd party boat applications. The case of Fair Wind points out how emerging digital technologies contribute to OM within both organizations and, more in general, maritime industry, as well as the critical role of user’s co-creation in defining and managing on-board operations.     

Multinational Organizations as Rule-following Bureaucracies — The Example of Catholic Orders

Within the literature, organizational rules are mostly taken for granted even though the reduction of office management into rules and the provision of their blueprints may be the main enabler for the management of organizations that conduct operations in multiple countries. Using the example of Catholic Orders and their monasteries, we analyze whether rule-following bureaucracy contributes to the management of multinational organizations (MNOs). The introduction of organizational rules and the redefinition of labor within these rules produced early medieval monasteries that were the most efficient organizations of this time, allowing them to spread rapidly throughout the world. Our main hypothesis is that governance by rules is a superior governance mechanism for MNOs. MNOs with more bureaucratic rules have accumulated a richer pool of encoded knowledge to deal with heterogeneous problems and, thus, are better forearmed to deal with complexity. The empirical findings mostly support this assumption. Bureaucratic governance may be thus an important but neglected topic for the management of modern MNOs.     

Environmental issues: the challenge for the chief executive

Businesses are under pressure to adopt environmental policies and incorporate them into their strategic business planning as a matter of routine. These pressures are coming from at least five sources--stricter legislation, consumer demand, competitive advantage, staff concerns and community pressure. The challenge is enormous but there is growing evidence that sound environmental management provides pay-off in bottom line results. Business organizations have a vital role to play and its good for them. There are opportunities for new business as well as threats to those organizations which continue to ignore the trends.