首页 | 本学科首页   官方微博 | 高级检索  
     检索      

开放式创新视角下企业基于跨边界协同的新型追赶路径与模式初探
引用本文:郭艳婷,郑刚,钱仲文.开放式创新视角下企业基于跨边界协同的新型追赶路径与模式初探[J].科研管理,2019,40(10):169-183.
作者姓名:郭艳婷  郑刚  钱仲文
作者单位:厦门大学管理学院,福建厦门,361005;浙江大学管理学院,浙江杭州,310058;国网浙江省电力有限公司,浙江杭州,310007
基金项目:国家自然科学基金重点项目(编号:71232013,U1509221);浙江省社科规划课题(编号:13ZJQN041YB)。
摘    要:随着越来越多中国企业进入跟跑、并跑、领跑“三跑并存”的新型追赶阶段,如何有效配置与整合内外部资源成为企业能否实现全面追赶的关键问题。考虑到传统技术追赶理论对开放式创新范式下的追赶战略解释力有限,本文通过整合中国转型背景下的企业创新实践和相关研究,构建了一个开放式创新视角下的基于跨边界协同的新型追赶框架,并揭示了后发企业如何跨边界协同内外部资源,塑造动态平衡的新型追赶路径与模式。

关 键 词:新型追赶  开放式创新  追赶路径  跨边界协同

Path and pattern of a new catch-up framework based on cross-boundary synergy:An open innovation view
Guo Yanting,Zheng Gang,Qian Zhongwen.Path and pattern of a new catch-up framework based on cross-boundary synergy:An open innovation view[J].Science Research Management,2019,40(10):169-183.
Authors:Guo Yanting  Zheng Gang  Qian Zhongwen
Institution:1. School of Management, Xiamen University, Xiamen 361005, Fujian, China;; 2. School of Management, Zhejiang University, Hangzhou 310058, Zhejiang, China;; 3. State Grid Zhejiang Electronic Power Co., Ltd., Hangzhou 310007, Zhejiang, China
Abstract:The technological catch-up behavior of latecomer firms has been a topic of interest for the past three decades, especially in emerging economies, such as China and India. In recent years, Chinese firms have extensively involved in the world economy. A number of Chinese firms have growing from simply path-following and imitation to advancing side by side in some competition fields, and some latecomers even become global innovation leaders, such as Huawei in the mobile telecommunication industry, Haier, Midea, and Gree in the home appliance industry, and China Railway Rolling Stock Corporation (CRRC) in the high-speed train industry. As more latecomer firms have extended their capabilities and entered into a “mixture state” – path-following, advancing side by side, and leapfrogging to a leadership simultaneously, there is an obvious need to develop a new framework of catch-up for explaining how firms walked through unique paths to build their global competitiveness from an open innovation view. The open innovation perspective in this study is focused on the cross-boundary strategic choices. Some researchers have found that firms’ knowledge sourcing strategy is not a simple dichotomy between internalization and externalization, involving a mixed degree of openness depending on the project. So far, little research has systematically discussed the path of catch-up based on the cross-boundary synergy among organizational, technological and market boundaries, which are essential choices of in the open innovation paradigm. Therefore, it is intriguing to investigate the research question of “what are the possible paths of catch-up when building global competitiveness, and why firms adopt different patterns of cross-boundary synergy during the process of catch-up in the open innovation era”. To answer these questions, this study first proposes a new conceptual framework of catch-up by integrating firm’s practice with technological catch-up literature, and based on that, it conducts a multiple-case study on three leading Chinese companies in the home appliance industry, namely Haier,Gree and Midea. Case study methods are well suited to study dynamic issues and answer “how” and “why” questions. Cases are chosen since they all start by importing foreign technologies as OEM manufacturers, but achieve excellent performance and become popular brands in global markets after many years catch-up. In addition, they show variations in openness during the process of catching up, which corresponds with the emphasis on open innovation in this study. The conceptual framework of catch-up framework is characterized by the higher position of catch-up, the greater depth of catch-up, and the broader scope of catch-up. The position of catch-up is related to a firm’s specific resource endowments, in terms of technology, complementary assets, its customer base, and its external relations with suppliers,complementors, and other stakeholders. The depth of catch-up is related to the extent of specialization and sophistication of a firm’s capability within a specific technology or competitive field of the market. The scope of catch-up is, on one hand, related to expanding and synthesizing knowledge across a wide variety of technological disciplines. On the other hand, it seeks a systemic industrial leadership in terms of technology, production, marketing and organizational practices, moving beyond the technology-dominant view of the catch-up process. By applying this framework to cases, this study reveals distinctive paths of catch-up. The first path shows “broad scope - broader scope - synergy between scope and depth”; the second path is feature with “great depth - greater depth - synergy between depth and scope”; the third path evolves along “broad scope - great depth - synergy between scope and depth”. Although three paths differ in the start-up phase and acceleration phase, all of them transform towards the synergy between the scope and depth of catch-up in the last phase, which is named as “beyond catch-up phase” in this study. In addition, this study also identifies three patterns of catch-up, as latecomer firms need to choose synergy patterns when interact with partners, which is associated with their path as well as specific asset position developed during the path. For the first path, the firm accumulates commercial resources across industries to support autonomouscomplementors for innovative responses to client requirements. For the second path, the firm equipped with specialized knowledge integrates with complementors to control undesirable variance. For the third path, the firm leverages complementary asset for maximum value with simultaneously controlled and autonomous actions. This study makes three primary contributions. Firstly, while the conventional studies of latecomers’ path of catch-up are primarily based on a technology-oriented view, we move beyond this standpoint by identifying multiple elements systematically. Specifically, the proposed conceptual framework directs attention to the importance of the position, depth, and scope of catch-up in the open innovation context. In this way, it extends catch-up literature beyond a fixed technology or a linear trajectory, emphasizing an integrative and non-linear approach instead. Secondly, by revealing distinctive paths of catch-up, this study adds to the recent discussion of changes in industrial leadership, which involves innovative behaviors and paths of latecomers. It shows that during the process of catching up, firms may not only diverge from the practices of forerunner firms from developed countries, but also differentiate from competitors born in the domestic markets. Thirdly, this study deepens the understanding of how to manage open innovation for successful catch-up. Different from the dominant view of the acquisition and control of heterogeneous resource, this study highlights that the pattern of innovation collaborations for catch-up can be autonomous, controlled or mixed both simultaneously. The pattern of catch-up from the open innovation view is difficult to replicate and must be adapted to the specific position, scope, and depth of catch-up. It thus enhances the co-evolutionary relations between organizations and challenges of the dynamic environment.
Keywords:  
本文献已被 CNKI 万方数据 等数据库收录!
点击此处可从《科研管理》浏览原始摘要信息
点击此处可从《科研管理》下载免费的PDF全文
设为首页 | 免责声明 | 关于勤云 | 加入收藏

Copyright©北京勤云科技发展有限公司  京ICP备09084417号