后发企业竞争优势塑造与升级的过程机制研究

doi:10.19571/j.cnki.1000-2995.2025.03.007

摘要/Abstract

摘要： 本土后发企业如何持续塑造竞争优势，以在国际市场竞争中实现追赶向引领的阶跃过程值得关注。组织学习视角的后发追赶研究较为丰富，但有关后发企业如何深化组织学习环路塑造并升级竞争优势以实现追赶、超越追赶向引领阶跃的过程机制却鲜有探讨。本研究基于组织学习理论，选取小米公司开展探索性单案例研究，探寻后发企业竞争优势塑造与升级的内在机理。研究发现：后发企业竞争优势的塑造呈现机会窗口把握、组织学习环路深化和能力升级演化的过程逻辑。其中，通过制定目标以识别并把握关键机会窗口是后发企业竞争优势塑造与升级的行动起点；基于目标指引，组织依序开展单环优化改进学习、双环创新迭代学习及三环变革重构学习，为阶段竞争优势塑造与升级提供源动力，促进相应能力演化进而塑造用户市场竞争优势、生态聚合竞争优势及创新引领竞争优势，推动后发企业逐步实现追赶、超越追赶向引领的阶跃。研究结论明晰了后发企业持续塑造竞争优势的过程机制及底层逻辑，扩展了基于组织学习的后发企业追赶研究，为本土后发企业持续塑造竞争优势向引领跃迁提供启示。
关键词：

关键词: 后发追赶, 组织学习, 能力演化, 竞争优势

Abstract: It is worthy of attention to explore how local latecomer enterprises continuously shape their competitive advantages to realize the stepwise process of catching up and leading in international market competition. There are abundant studies on latecomer catch-up from the perspective of organizational learning; however, there are few studies on the process mechanism of how latecomers deepen the formation of the organizational learning loop and upgrade their competitive advantages to achieve catch-up, surpass catch-up, and lead the step. Based on the organizational learning theory, this study selected Xiaomi Company to conduct an exploratory single-case study to investigate the internal mechanism of shaping and upgrading the competitive advantage of latecomers. It was discovered that the shaping of the competitive advantage of latecomers exhibits the process logic of grasping the key opportunity window, deepening the organizational learning loop, and upgrading and evolving the capability. Among them, identifying and grasping the key opportunity window by setting goals is the starting point for shaping and upgrading the competitive advantage of latecomers. Based on the guidance of goals, the organization undertakes single-loop optimization and improvement learning, double-loop innovation iterative learning, and three-loop transformation and reconstruction learning in order to provide the source power for the shaping and upgrading of stage competitive advantages and promote the evolution of corresponding capabilities to shape the competitive advantages of the user market, ecological aggregation, and innovation-leading. This promotes latecomer enterprises to gradually achieve the steps of catch-up, surpassing catch-up, and taking the lead. The research conclusion has clarified the process mechanism and the underlying logic of the continuous shaping of competitive advantages by latecomers, expanded the study of latecomer catch-up based on organizational learning, and it will provide significant enlightenment for local latecomers′ continuous shaping of competitive advantages to lead the transition.

Key words: catch-up, organizational learning, capability evolution, competitive advantage

白景坤, 韩玉琪, 郭蓉娜. 后发企业竞争优势塑造与升级的过程机制研究[J]. 科研管理, 2025, 46(3): 69-80.

Bai Jingkun, Han Yuqi, Guo Rongna. Research on the process mechanism of shaping and upgrading the competitive advantage of latecomers[J]. Science Research Management, 2025, 46(3): 69-80.

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