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1.
组织内部学习与外部学习作为组织创新的重要知识资源,其在组织创新资源转化进程中发挥着重要作用。但当前关于组织内外部学习间关系（协同效应还是替代效应）及该关系在不同组织结果导向、不同企业发展阶段下是否具有差异化的问题仍然讨论不足。为了识别在不同组织结果导向下内外部学习及其平衡与企业发展阶段的动态匹配规律,研究基于研发企业调研发现：平衡式学习对组织创新绩效具有正向影响,但该学习平衡在不同企业发展阶段呈现出不同的平衡模式。在企业初创期,更宜选择时序性平衡模式;在企业发展期,更宜选择共时性平衡模式;但在企业成熟期,若以组织创新作为学习目标时,两种平衡模式均可,若以组织绩效作为学习目标时,更宜选择时序性平衡模式。研究明确了组织在不同发展阶段如何选择内外部学习平衡模式能为组织带来更佳乃至最佳结果,揭示了不同时期组织内外部学习平衡情境下的组织结果优化策略。 相似文献
2.
在"互联网+"协同创新背景下,基于跨组织知识转化SECI拓展模型,采用模糊层次分析法(FAHP)计算获得相关指标对跨组织知识转化知识价值增值的重要性程度,并对关键因素进行分析和探究,从而为促进"互联网+"协同创新背景下跨组织知识转化,以及提高知识增值提出相关管理建议。研究表明:(1)在跨组织知识转化各过程中,外部知识内部化对知识增值的影响最大,其次为内部知识外部化过程,外部环境相对最小;(2)组织结构和知识吸收能力、组织开放性和知识传递能力、组织网络嵌入性为各跨组织知识转化过程中影响知识增值的关键因素;(3)跨组织知识转化中的知识增值主要受到组织自身属性及其能力的影响。 相似文献
3.
《Research Policy》2019,48(7):1758-1770
In recent years, several organizations have opened up their innovation processes to individuals from outside of the organization by means of digital crowdsourcing. The literature on crowdsourcing has emphasized the importance of using digital technology to reach far beyond organizational boundaries and include individuals with (educational) backgrounds that are very different and unrelated to those within the organization in its innovation process. It has been argued that such individuals will contribute novel insights because they consider an organization's innovation challenge from different perspectives. Building on the literature on creativity and absorptive capacity, we instead argue that having a related perspective will positively affect an individual's idea performance, while unrelated perspectives only positively contribute to idea performance in combination with a related perspective. Analyses of 2178 ideas contributed by 948 crowd members to 68 crowdsourced idea challenges show that it is important to consider how (educational) backgrounds can provide individuals with multiple perspectives, which can be either related or unrelated, and study how the interplay of related and unrelated perspectives affects the value of ideas in organizational open innovation initiatives. 相似文献
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This research primarily examines the stages hypothesis of the process of technology adoption by management personnel of organizations in the supply chain sector involving the Initiation, Experimentation, and Implementation stages. Further, this research examines key antecedents that may influence the various stages, including top management support, external pressure, and organization size. Using responses provided by top management representatives of 210 supply chain organizations on their organizations’ engagement with Radio Frequency Identification (RFID) technologies, this research finds that the stages hypothesis holds for RFID technologies. Specifically, organizations were seen to sequentially progress through the Initiation, Experimentation, and Implementation stages. Over 80% of organizations, who had reached the Implementation stage of adoption, had gone through the Initiation and Experimentation stages as well. Additionally, the data showed that the antecedents exerted varying levels of influences on the three stages. Top management support strongly influenced all three stages; external pressure influenced the Initiation and Implementation stages, and organizational size influenced Experimentation and Implementation stages. The paper discusses several implications for research and practice. 相似文献
5.
Implementing knowledge management (KM) projects or knowledge-sharing philosophies in organizations require significant organization change. Because the introduction of change is difficult, leaders have been encouraged to proactively prepare their organizations and its members as they begin one of these initiatives. As the first step in this process, managers should comprehensively examine their organization's underlying readiness to embrace these initiatives. Unfortunately, the measurement of an organization's readiness for KM initiatives poses significant challenges because no known instrument is available to do so. Accordingly, this study drew on the KM and organizational change literature to take a first step in the development of a synergistic instrument that measures readiness for KM and applied it in an organizational setting. 相似文献
6.
We explore the causal links between service firms’ knowledge investments, their innovation outputs and business growth based on a bespoke survey of around 1100 UK service businesses. We combine the activity based approach of the innovation value chain with firms’ external links at each stage of the innovation process. This introduces the concept of ‘encoding’ relationships through which learning improves the effectiveness of firms’ innovation processes. Our econometric results emphasise the importance of external openness in the initial, exploratory phase of the innovation process and the significance of internal openness (e.g. team working) in later stages of the process. In-house design capacity is strongly linked to a firm's ability to absorb external knowledge for innovation. Links to customers are important in the exploratory stage of the innovation process, but encoding linkages with private and public research organisations are more important in developing innovation outputs. Business growth is related directly to both the extent of firms’ service innovation as well as the diversity of innovation, reflecting marketing, strategic and business process change. 相似文献
7.
在市场环境以VUCA特征为未来发展“新常态”下,“黑天鹅”和“灰犀牛”事件的频发改变了企业原有的商业模式和组织型态,能否在不利事件的冲击下形成韧性并逆势成长,成为企业存活并转危为机的关键。现有研究对于组织韧性的形成机制缺乏关注,本文基于关系网络理论,探讨了关系网络（组织内关系网络和组织间关系网络）与组织韧性的关系,验证了双元创新的中介作用。实证研究结果表明：组织内关系网络和组织间关系网络与组织韧性呈正向关系;组织内关系网络正向影响利用性创新,组织间关系网络正向影响探索性创新;利用性创新在组织内关系网络和组织韧性之间起部分中介作用;探索性创新在组织间关系网络和组织韧性之间起部分中介作用。本文从重视构建组织关系网络、激发员工创新的角度提出管理建议。 相似文献
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Management innovation and the consultants who promote and support it are both typically associated with the ‘new’, with departures from the norm and from standard approaches. Indeed, standardization is often seen as an impediment to innovation, especially in the current ‘post-bureaucratic’ era. This article challenges such a view, arguing that consultant-led management innovation is often highly standardized. Based upon qualitative research into internal consultancy in large business organizations, both standardizing agendas and standardized methods are identified from a range of consultant-led management innovation programs. The analysis then points to some of the structural and cultural features of organizations that lead to managers favouring incremental, standardized approaches to change, even if these are often contested. In conclusion, the article points to the need to consider a range of different dimensions in the relationship between standardization and management innovation. 相似文献
10.
Connections count: How relational embeddedness and relational empowerment foster absorptive capacity
While research has produced ample evidence showing that absorptive capacity affects innovation and organizational performance outcomes, we still know little about why some organizations possess greater absorptive capacity than others. This study extends previous research by showing how absorptive capacity emerges as an unintended consequence from organizational boundary spanners’ external and internal relational embeddedness and their relational empowerment. Drawing upon survey data from 218 inter-organizational projects in the German engineering industry, we propose and find empirically that potential and realized absorptive capacity have partially distinct antecedents. Moreover, we show that the two components of absorptive capacity unfold not only separate but also complementary effects on innovation, implying that the whole of absorptive capacity is greater than its parts. In examining how different components of absorptive capacity emerge and unfold their effects, this study addresses critical limitations of the literature on absorptive capacity. 相似文献
11.
《国际创新研究学报(英文)》2021,5(2):35-55
It is often argued that the core of organizational success is efficient collaboration. Some authors even posit that efficient collaboration is more important to organizational innovation and performance than individual skills or expertise. However, the lack of efficient models to manage collaboration properly is a major constraint for organizations to profit from internal and external collaborative initiatives. Currently, much of the collaboration in organizations occurs through virtual network channels, such as e-mail, Yammer, Jabber, Microsoft Teams, Skype, and Zoom. These are even more important in situations where different time zones and even threats of a pandemic constrain face-to-face human interactions. This work introduces a multidisciplinary heuristic model developed based on project risk management and social network analysis centrality metrics graph-theory to quantitatively measure dynamic organizational collaboration in the project environment. A case study illustrates the proposed model's implementation and application in a real virtual project organizational context. The major benefit of applying this proposed model is that it enables organizations to quantitatively measure different collaborative, organizational, and dynamic behavioral patterns, which can later correlate with organizational outcomes. The model analyzes three collaborative project dimensions: network collaboration cohesion evolution, network collaboration degree evolution, and network team set variability evolution. This provides organizations an innovative approach to understand and manage possible collaborative project risks that may emerge as projects are delivered. Organizations can use the proposed model to identify projects' critical success factors by comparing successful and unsuccessful delivered projects' dynamic behaviors if a substantial number of both project types are analyzed. The proposed model also enables organizations to make decisions with more information regarding the support for changes in observed collaborative patterns as demonstrated by statistical models in general, and linear regressions in particular. Further, the proposed model provides organizations with a completely bias-free data-collection process that eliminates organizational downtime. Finally, applying the proposed model in organizations will reduce or eliminate the risks associated with virtual collaborative dynamics, leading to the optimized use of resources; this will transform organizations to become more lean-oriented and significantly contribute to economic, social, and environmental global sustainability. 相似文献
12.
Enterprise Resource Planning (ERP) systems have been implemented globally and their implementation has been extensively studied during the past decade. However, many organizations are still struggling to derive benefits from the implemented ERP systems. Therefore, ensuring post-implementation success has become the focus of the current ERP research. This study develops an integrative model to explain the post-implementation success of ERP, based on the Technology–Organization–Environment (TOE) theory. We posit that ERP implementation quality (the technological aspect) consisting of project management and system configuration, organizational readiness (the organizational aspect) consisting of leadership involvement and organizational fit, and external support (the environmental aspect) will positively affect the post-implementation success of ERP. An empirical test was conducted in the Chinese retail industry. The results show that both ERP implementation quality and organizational readiness significantly affect post-implementation success, whereas external support does not. The theoretical and practical implications of the findings are discussed. 相似文献
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本文基于可雇佣能力的视角,依据计划行为理论,提出在可雇佣能力的各维度中融入创新要素的内容,推导员工创新行为产生的机理,并将创新行为的影响因素归纳为内在因素及外在因素,内在因素与员工的可雇佣能力密切相关,外在因素与组织创新氛围紧密关联,在此基础上提出企业引导员工创新的策略。本文开辟了员工创新行为形成机制研究的新视角,为组织实施创新激励政策提供新的思路,也为组织识别、开发、培养员工的创新潜质提供对策建议。 相似文献
14.
As a core organizational resource, business processes are vital for organizational teams. To deal with today’s volatile business environment, organizations need to be ambidextrous in terms of process capabilities. However, little is known about how process ambidexterity, process standardization, and process agility, are enabled by information technology (IT) and related to team-level activities. To fill this gap in the literature, we conducted a field study based on 160 teams of 1081 individuals from seven companies in South Korea. Our results show that IT enables both process standardization and agility, and that a team’s process ambidexterity has a positive effect on inter-team coordination and team innovation, which in turn have a direct impact on team performance. Our findings highlight the importance of process ambidexterity by investigating the enabling role of IT and its outcomes in a team. Our results offer theoretical and practical implications from the perspective of team process ambidexterity. 相似文献
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This study examines the effects of the differences in organizational identities that emerged during a post-merger project that aimed at unifying the laboratory services of a large healthcare center that resulted from the merging of three hospitals by supporting them with a unique information system. We draw on the concepts of organizational identity and sensemaking to analyze the laboratory information system implementation project. Organizational identity is conceptualized as the mental representation that organizational members have of themselves as a social group in terms of practices, norms, and values and how they understand themselves to be different from members of other organizations. Data analysis suggests that divergent organizational identities and team members’ alternative interpretations of others’ practices, norms and organizational symbols, coexist during the post-merger integration phase. These interpretations are reflected in the final functionality of the information system that was different from the planned one. 相似文献
16.
从资源拼凑和外部创新搜寻的交互视角，本研究认为企业在技术市场需要通过复合的途径为知识或技术找到最佳的“工作”，即推动企业在内部技术开发和外部技术开发之间寻找均衡点，更好的推进企业的双向开放式创新。通过来自珠三角的176份新兴产业的企业样本的实证研究，本文研究发现：（1）外部创新知识搜寻对双选开放式创新，即内向型开放式创新和外向型开放式创新存在倒U型关系的影响。（2）企业资源拼凑对双向开放式创新也均起到了正向影响。（3）企业资源拼凑与外部创新知识搜寻的交互作用对外向型开放式创新存在显著的正向影响，而对内向型开放式创新的直接影响不显著。 相似文献
17.
基层科研组织是当代社会组织结构的重要组成部分,在社会治理中扮演着重要角色。基于对西北七县的实证考察,研究探讨了基层科研组织在中国北方荒漠化防治中的作用。研究发现：（1）被调查者对基层科研组织的了解虽然有限,但对其作用的评价却很高,二者存在倒U型相关关系;（2）基层科研组织在荒漠化防治中的功能多样化,但主要集中在政策建议和科研活动等方面;（3）基层科研组织的组织间结构安排机制多样化,但垂直控制关系明显;（4）基层科研组织的地方性组织优势突出,但由于资金支持不足和自身组织结构等问题,其发展受到限制;（5）要改进基层科研组织在荒漠化防治中的参与功能,首先要改革其组织机构,并加大对其的资金支持等;（6）影响基层科研组织作用评价的因素和途径多种多样,需进一步研究。这些发现不仅为进一步探讨基层科研组织在荒漠化治理中的作用奠定了基础,而且为探讨其它类型的科研组织在社会治理中的作用提供了理论基础和实证参考。 相似文献
18.
Organizational culture and intellectual capital (IC) have been important topics in the current organizational literature. However, few studies have analysed the correlations between these constructs. From this evidence, the main goal of the present study is to examine the correlation between the perceptions of organizational culture and the perception of IC measures. A sample consisting of 401 workers from the technological, health and services sector responded to the Organizational Culture Assessment Instrument and the Intellectual Capital Scale. Results show that the Competing Values Framework dimensions (clan, adhocracy, hierarchy and market cultures) are correlated with the three IC dimensions studied (customer, structural and human capital). Our results also show that the culture explained variance varies across organizational sectors. The current study provides an initial contribution to the investigation of the correlation between perceived organizational culture and IC measures. The discussion and analysis ends with an integrated framework with practical implications for management, followed by suggestions and guidelines for future studies. 相似文献
19.
技术创新是企业发展的核心动力。但是，技术创新是否会提升公司绩效？目前理论界存在着相悖的观点。基于组织学习顺序视角，采用纵向对比案例研究的方法，分析技术创新过程中不同的组织学习顺序对企业绩效提升的路径。研究结果表明：不同成长阶段的不同组织学习方式均能够促进技术创新对公司绩效的提升作用；但四种组织学习方式在技术创新的过程中扮演着不同的角色，从而对企业绩效产生不同的影响。处于探索阶段和成长阶段的企业，“播种型”的学习顺序可能更具优势；而在快速发展阶段，企业采用“咨询型”和“增强型”的组织学习在技术创新过程对提高公司绩效方面没有太大差异。因此，在企业的发展过程中，应根据处于不同的发展阶段选取不同的组织学习顺序与技术创新相匹配，才能提高企业的绩效。最终，在此基础上建立了技术创新、组织学习顺序对公司绩效影响的理论框架模型。研究结论对丰富组织学习的相关理论以及指导企业科学进行技术创新，从而提高企业绩效具有指导意义。 相似文献
20.
知识网络结构及其对知知识管理的启示 总被引：5，自引：0，他引：5
组织中知识的基本载体互相联结,形成组织的内部知识网络;与组织外部的知识载体进行物质和信息交换,形成组织的外部知识网络．组织内外部知识网络的结构影响组织绩效．从知识网络结构的一个方面,即网络闭合性角度展开研究,提出了知识管理的三个原则和三个方法,前者包括提高内部网络的闭合性、降低外部网络的闭合性以及平衡两者关系,后者包括知识载体网络化、知识网络模块化和外部知识获取行为制度化． 相似文献