| 数字化下后发企业多维能力协同机制:华为启示 |
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| 引用本文： | 数字化下后发企业多维能力协同机制:华为启示.数字化下后发企业多维能力协同机制:华为启示[J].科学学研究,2022,40(11):2001-2009. |
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| 作者姓名： | 数字化下后发企业多维能力协同机制:华为启示 |
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| 作者单位： | 1. 北京交通大学经济管理学院;2. 清华大学经济管理学院;3. 北京大学国家发展研究院; |
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| 基金项目： | 国家自然科学基金青年项目;中央高校基本科研业务费专项资金资助 |
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| 摘 要： | 数字技术的迅速普及，给企业内外部环境带来巨大的变动性。现阶段，企业急需构建动态能力，以应对内外部环境的动态变化。作为技术、管理以及市场都落后的后发企业，如何通过技术、管理与市场能力的协同演化来构建动态能力，成为现阶段后发企业应对数字化挑战的关键。基于此，本研究采用案例研究法，以中国华为公司为研究对象，通过追踪华为公司追赶过程中的技术学习、管理学习以及市场扩张行动，探究其管理能力、技术能力、市场能力协同演化机制。研究发现，首先，“管理-技术-市场”能力协同演化推动后发企业形成应对环境震荡的动态能力，其中，管理能力为企业技术与市场能力积累提供管理基础，技术为市场能力的积累提供产品基础，市场能力对企业技术与管理能力具有资源反哺效应；其次，技术学习、管理学习、市场扩张是后发企业获取与改进技术、管理以及市场能力的重要渠道；最后，在不同追赶阶段，后发企业的能力积累依赖于差异化的技术学习、管理学习以及市场扩张战略。案例企业的追赶过程显示，案例企业通过技术学习、管理学习以及市场扩张的方式实现三维能力的协同演化以及可持续追赶，具体而言，其技术学习行动的阶段性演化特征为：产品仿制引发的技术学习，产品改进引发的技术学习，技术应用与推广引发的技术学习，全球创新网络引发的技术学习；其管理学习行动的阶段性演化特征为：产品质量改善导向的管理学习，组织（机构）建设导向的管理学习，流程改进导向的管理学习，流程融通导向的管理学习；其市场经验积累的阶段性演化特征为：来自于低端市场的经验积累-来自于中高端市场的经验积累-来自于国际中低端市场的经验积累-来自于国际高端市场的经验积累。对现阶段后发企业制定追赶战略而言，本研究主要管理启示为：首先，应对数字化下的环境动态性，后发企业应注重推进多维能力协同演化；其次，针对不同追赶阶段，后发企业应该根据其所处阶段特征制定相应的管理、技术、市场能力改善战略；最后，后发国家应该为国内企业提供有助于其多维能力协同演化的支持政策，推动后发企业实现管理能力、技术能力、市场能力的协同演化，进而全面推动后发企业实现可持续追赶。
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| 收稿时间： | 2021-08-26 |
Research on co-evolution mechanism of multi-dimensional capability catch-up of latecomer firms under digitalization |
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| ZHANG Na-Na.Research on co-evolution mechanism of multi-dimensional capability catch-up of latecomer firms under digitalization[J].Studies in Science of Science,2022,40(11):2001-2009. |
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| Authors: | ZHANG Na-Na |
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| Abstract: | The rapid popularization of digital technology has brought great changes to the internal and external environment of enterprises. At this stage, enterprises urgently need to build dynamic capabilities to cope with the dynamic changes of the internal and external environment. As late-developing enterprises with backward technology, management and market, how to build dynamic capabilities through the co-evolution of technology, management and market capabilities has become the key for late-developing enterprises to deal with digital challenges at the present stage. Based on this, this study adopts the method of case study, taking Huawei Company of China as the research object, by tracking the technological learning, managerial learning and market expansion in the process of catch-up of Huawei, to explore the co-evolution mechanism of its management capability, technical capability and marketing capability. It is found that, first of all, the co-evolution of “management-technology-market” capability promotes late-developing enterprises to form dynamic capabilities to cope with environmental shocks, in which management capabilities provide management basis for the accumulation of technology and marketing capability, then, technology provides a product basis for the accumulation of marketing capabilities, and marketing capabilities have a resource-feeding effect on the technology and management capabilities of late-developing enterprises. Secondly, technological learning, managerial learning and market expansion are important channels for late-developing enterprises to acquire and improve their technology, management and marketing capabilities. Finally, at different catch-up stages, the capability accumulation of late-developing enterprises depends on differentiated technological learning, managerial learning and market expansion strategies. The catch-up process of the case enterprise shows that the case enterprise realizes the co-evolution of three-dimensional capability and sustained catch-up through technological learning, managerial learning and market expansion. Specifically, the stage evolution characteristics of its technological learning action are as follows: technological learning caused by product imitation, technological learning caused by product improvement, technological learning caused by technology application and promotion, and technological learning caused by global innovation network. The stage evolution characteristics of its managerial learning action are as follows: product quality improvement-oriented managerial learning, organizational (institutional) construction-oriented managerial learning, process improvement-oriented managerial learning, and process integration-oriented managerial learning. The stage evolution characteristics of its market experience accumulation are as follows: the experience accumulation from the low-end market, the experience accumulation from the middle-and high-end market, the experience accumulation from the international mid-and low-end market, and the experience accumulation from the international high-end market. For the late-developing enterprises to formulate the catch-up strategy at the present stage, the main management implications of this study are as follows: first, in response to the dynamic environment under the digital environment, late-developing enterprises should pay attention to promoting the co-evolution of multi-dimensional capabilities; secondly, for different catch-up stages, late-developing enterprises should formulate corresponding strategies to improve their management, technology and marketing capabilities according to the characteristics of their stages. Finally, late-developing countries should provide domestic enterprises with supporting policies that contribute to the co-evolution of their multi-dimensional capabilities, and promote late-developing enterprises to achieve the co-evolution of management, technology and marketing capabilities, so as to comprehensively promote late-developing enterprises to achieve sustained catch-up. |
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