科研管理

科研管理 ›› 2024, Vol. 45 ›› Issue (9): 114-123.DOI: 10.19571/j.cnki.1000-2995.2024.09.012

• 论文 • 上一篇    下一篇

母体发起型裂变企业组织惯例形成路径研究

孔海璞1,李志刚2,张璐3,游晟2   

  1. 1.电子科技大学经济与管理学院，四川 成都611731；
    2.中国海洋大学管理学院， 山东 青岛266100；
    3.内蒙古工业大学经济管理学院，内蒙古 呼和浩特010051
  • 收稿日期:2023-07-12 修回日期:2024-07-17 出版日期:2024-09-20 发布日期:2024-09-10
  • 通讯作者: 李志刚
  • 基金资助:
    国家社会科学基金重点项目：“中国企业裂变式发展重大问题研究”(21AZD120,2022.01—2026.12)。

A study on the formation path of organizational routines in spin-off start-ups initiated by parent enterprises

Kong Haipu1, Li Zhigang2, Zhang Lu3, Yu Cheng2   

  1. 1. School of Economics and Management, University of Electronic Science and Technology, Chengdu 611731, Sichuan, China;
    2. School of Management, Ocean University of China, Qingdao 266100, Shandong, China;
    3. School of Economics and Management, Inner Mongolia University of Technology, Hohhot 010051, Inner Mongolia, China
  • Received:2023-07-12 Revised:2024-07-17 Online:2024-09-20 Published:2024-09-10

摘要：     母体发起型裂变企业在惯例继承方面具有优势，但是其惯例形成的具体方式和路径尚不明晰。本研究借助创业学习理论，对母体发起的两家不同类型的裂变企业进行对比研究，提炼归纳得到创业学习视角下母体发起型裂变企业组织惯例形成过程模型。研究发现：（1）母体发起型裂变企业组织惯例的形成路径有先与母体联动探索后选择利用以及先效仿母体后试错调整两条不同的路径。（2）惯例的形成过程包括起源、发展和稳定三个阶段，分别对应着惯例的触发情境、集体共识的形成和组织规范的形成。（3）母体发起型裂变企业的惯例形成过程也是大中小企业发挥各自优势的过程。研究结论加深了对裂变创业特殊性的理解，并拓展了组织惯例和创业学习的相关研究，对裂变创业驱动的大中小企业融通创新具有重要的理论和实践意义。

关键词: 裂变创业, 组织惯例, 创业学习, 双案例研究

Abstract:   The parent company′s proactive spin-off start-ups have an advantage in the inheritance of established routines. However, the specific methods and pathways through which its routines are formed remain unclear. With the help of entrepreneurial learning theory, this study conducted a double case comparative study on the organizational convention formation process of two different types of spin-off start-ups initiated by the parent, and summarized the organizational convention formation process model of spin-off start-ups from the perspective of entrepreneurial learning. The study found that: (1) The formation path of the organizational routines in parent-initiated spin-off start-ups includes two distinct routes: “exploring in conjunction with the parent company and then choosing to utilize” and “imitating the parent company and then adjusting through trial and error”. (2) The process of routine formation includes three stages, namely origination, development, and stabilization, and they correspond to the triggering context of the routine, formation of collective consensus, and establishment of organizational norms. (3) The routine formation process of parent-initiated spin-offs is also a process in which large, medium and small enterprises play their own advantages. The conclusions of this study will enhance the grasp of spin-off entrepreneurship′s unique dynamics and expand the research on organizational routines and entrepreneurial learning. They will also bear substantial theoretical and practical significance for the innovation-driven integration and growth of enterprises across scales, fostered by spin-off entrepreneurial initiatives.

Key words: spin-off entrepreneurship, organizational routine, entrepreneurial learning, dual case study