战略导向转换与创新过程整合关系的研究进展

科研管理 ›› 2015, Vol. 36 ›› Issue (1) : 43-53.

论文

蒋军锋^1,2, 韩明君¹, 程小燕¹

作者信息 +

Progress and future agenda on relationship between strategic orientation conversion and innovation process integration

Jiang Junfeng^1,2, Han Mingjun¹, Cheng Xiaoyan¹

Author information +

文章历史 +

摘要

转型期的调整激发了大量战略导向转换与创新过程整合的相关研究,并将其归结为基于产品创新特征的战略导向对创新过程整合的单方向作用过程.但是创新过程所蕴含的动态能力作为影响战略导向转换的关键因素以及大量产品组合的开发实践要求将这种单向作用扩展成基于产品组合创新特征的双向均衡模型.本文通过创新产品组合特征的中介作用,建立了战略导向与企业创新过程整合之间的双向均衡分析框架,总结了战略导向转换和创新过程整合的相关内容及其关系的研究进展,指出了建立创新过程整合基础框架对于研究二者双向作用关系的必要性;同时发展出适用于产业阶段发展和政策环境不确定性下研究二者双向均衡变动的计算试验理论也是未来研究的重点.

Abstract

The adjustment in the period of transformation causes lots of studies on the strategic orientation conversion and innovation process integration. And they all boil down to the single direction process from strategic orientation based on product innovation characteristics to the integration of innovation process. While the dynamic capability in the innovation process is the key factor impacting the strategic orientation conversion from lots of practice in product portfolio development, it requires us to upgrade our single way process to a two-way equilibrium module. Through intermediary effect of product portfolio innovative characteristics, we establish a two-way equilibrium analysis framework and make an overview of current study status at strategic orientation conversion, integration of innovation process and the relationships between the two. In the end, we point out that it is necessary to build up a foundation framework of innovation process integration on studying bidirectional interaction between strategic orientation conversion and innovation process integration. Besides, we also work out the calculating experiment theory to study the bi-directional equilibrium fluctuation under current industry phase and uncertain policy environment which is also the focus of future research.

导出引用

蒋军锋, 韩明君, 程小燕. 战略导向转换与创新过程整合关系的研究进展[J]. 科研管理. 2015, 36(1): 43-53

Jiang Junfeng, Han Mingjun, Cheng Xiaoyan. Progress and future agenda on relationship between strategic orientation conversion and innovation process integration[J]. Science Research Management. 2015, 36(1): 43-53

中图分类号： C935 F272.3 F273.1

参考文献

[1] Agarwal, R. & C. E. Helfat. 2009. Strategic renewal of organizations [J]. Organization Science, 20 (2):281-293. [2] Pedrosa, A. M. 2012. Customer integration during innovation development: Anexploratory study in the logistics service industry [J]. Creativity and Innovation Management, 21 (3): 263-276. [3] Acur, N., D. Kandemir. & H. Boer. 2012. Strategic alignment and new product development: Drivers and performance effects [J]. Journal of Product Innovation Management. 29 (2): 304-318. [4] Yang, Y., et al. 2012. What are the effective strategic orientations for new product success under different environments? An empirical study of chinese businesses [J]. Journal of Product Innovation Management. 29 (2): 166-179. [5] Bhaskaran, S. R. & V. Krishnan. 2009. Effort, revenue and cost sharing mechanisms for collaborative new product development [J]. Management Science, 55 (7): 1152-1169. [6] Teece, D. J. 2007. Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance [J]. Strategic Management Journal,28: 1319-1350. [7] Kor, Y. Y. & A. Mesko. 2013. Dynamic managerial capabilities: configuration and orchestration of top executives' capabilities and the firm's dominant logic [J]. Strategic Management Journal, 34 (2): 233-244. [8] Mu, J. F. & C. A. D. Benedetto. 2011. Strategic orientations and new product commercialization: Mediator, moderator, and interplay [J]. R&D Management, 41 (4): 337-359. [9] 吕鸿江,刘洪. 转型经济背景下的组织复杂性动因研究: 环境不确定性和战略导向的作用 [J].管理工程学报, 2011,25 (1): 1-9.Lv Hongjiang & Liu Hong. 2011. An empirical study on the motive of organizational complexity in transitional period: The role of environmental uncertainty and strategic orientation [J]. Journal of Industrial Engineering and Engineering Management, 25 (1): 1-9. [10] Turut, O., et al. 2012. Innovation strategy and entry deterrence [J]. Journal of Economics & Management Strategy, 21 (3): 583-631. [11] Kandemir, D. & N. Acur. 2012. Examining proactive strategic decision-making flexibility in new product development [J]. Journal of Product Innovation Management, 29 (4): 608-622. [12] Tao L., D. Probert & R. Phaal. 2010. Towards an integrated framework for managing the process of innovation [J]. R&D Management, 40 (1): 19-30. [13] Fern, M.J., L.B. Cardinal & H.M. O'Neill. 2011. The genesis of strategy in new ventures: Escaping the constraints of founder and team knowledge [J]. Strategic Management Journal, 33 (4): 427-447. [14] Morgan, N. A., D. W. Vorhies & C. H. Mason. 2009. Market orientation, marketing capabilities, and firm performance [J]. Strategic Management Journal, 30 (8): 909-920. [15] Singh, D., J. S. Oberoi & I. S. Ahuja. 2012. A conceptual examination of impact of dynamic capabilities in managing strategic flexibility in manufacturing sector [J]. International Journal of Business Continuity and Risk Management, 3 (3): 187-205. [16] Kwee, Z., F. A. J. Van Den Bosch & H. W. Volberda. 2011. The influence of top management team's corporate governance orientation on strategic renewal trajectories: A longitudinal analysis of royal dutch shell plc, 1907-2004 [J]. Journal of Management Studies, 48 (5): 984-1014. [17] Luo, Y. D., et al. 2011. Emerging economy copycats: Capability, environment, and strategy [J]. The Academy of Management Perspectives, 25 (2): 37-56. [18] Poskela J. & M. Martinsuo. 2009. Management control and strategic renewal in the front end of innovation [J]. Journal of Product Innovation Management, 26 (6): 671-684. [19] Song, L. Z. & M. Song. 2010. The role of information technologies in enhancing R&D - marketing integration: An empirical investigation [J]. Journal of Product Innovation Management, 27 (3): 382-401. [20] Van, D. S, et al. 2013, Entrepreneurial orientation and firm performance: Drawing attention to the seniorteam[J]. Journal of Product Innovation Management, 30 (5): 821-836. [21] MartInez-SAnchez, A., et al. 2011. The dynamics of labour flexibility: Relationships between employment type and innovativeness [J]. Journal of Management Studies, 48 (4): 715-736. [22] 陈劲, 曾珍云. 开放式创新视角下中国企业R&D国际化的关键路径研究[J]. 科技管理研究, 2011(3): 13-16.Chen Jin & Zeng Zhenyun. 2011. Research on the critical path Chinese R&D internationalization from the perspective of open innovation [J]. Science and Technology Management Research, (3): 13-16. [23] Lasagni, A. 2012. How can external relationships enhance innovation in SMEs? New evidence for europe [J]. Journal of Small Business Management, 50 (2): 310-339. [24] 王龙伟, 李垣, 谢恩. 企业战略导向影响联盟方式选择的实证研究[J]. 科研管理, 2011,32 (1): 52-59.Wang Longwei, Li Yuan & Xie En. 2011. The impact of strategic orientation on the selection of alliance modes [J]. Science Research Management, 32 (1): 52-59. [25] Koufteros, X. A., G. E. Rawski & R. Rupak. 2010. Organizational integration for product development: The effects on glitches, on-time execution of engineering change orders, and market success [J]. Decision Sciences, 41 (1): 49-80. [26] Dietrich, P., et al. 2010. The dynamics of collaboration in multi-partner projects [J]. Project Management Journal, 41 (4): 59-78. [27] Marcel, J. J., P. S. Barr & I. M. Duhaime. 2011. The influence of executive cognition on competitive dynamics [J]. Strategic Management Journal, 32 (2): 115-138. [28] Dain, M. L. & R. Calvi. & S. Cheriti. 2011. Measuring supplier performance in collaborative design: Proposition of a framework [J]. R&D Management, 41(1): 61-79. [29] Jansen, J. J. P. & M. P. Tempelaar. et al. 2009. Structural differentiation and ambidexterity: The mediating role of integration mechanisms [J]. Organization Science, 20 (4): 797-811. [30] Heising, W. 2012. The integration of ideation and project portfolio management-A key factor for sustainable success [J]. International Journal of Project Management, 30 (5): 582 -595. [31] Robert G. C. 2011. Perspective: The innovation dilemma: how to innovate when the market is mature [J]. Journal of Product Innovation Management, 28 (S1): 2-27. [32] Brettel, M. & N. J. Cleven. 2011. Innovation culture, collaboration with external partners and NPD performance [J]. Creativity and Innovation Management, 20 (4): 253-272. [33] Verworn, B. A. 2009. Structural equation model of the impact of the "Fuzzy Front End" on the success of new product development [J]. Research Policy, 38 (10): 1571-1581. [34] Cantner, U., K. Joel & T. Schmidt. 2011. The effects of knowledge management on innovative success - An empirical analysis of german firms [J]. Research Policy, 40 (10): 1453-1462. [35] Artto,K., et al. 2011. The integrative role of the project management office in the front end of innovation [J]. International Journal of Project Management, 29 (4): 408-421. [36] Tsai, K. H., W. Fang. & T. T. Hsu. 2012. Relinking cross-functional collaboration, knowledge integration mechanisms, and product innovation peformance: A moderated mediation model [J]. Canadian Journal of Administrative Sciences, 29 (1): 25-39. [37] Enberg, C. 2012. Enabling knowledge integration in coopetitive R&D projects: The management of conflicting logics [J]. International Journal of Project Management, 30 (7): 771-780. [38] Pullen,A., et al. 2012. SME network characteristics vs. product innovativeness: How to achieve high innovation performance [J]. Creativity and Innovation Management, 21 (2): 130-146. [39] Kapoor, R. & R. Adner, What Firms Make Vs. 2012.what they know: How firms' production and knowledge boundaries affect competitive advantage in the face of technological change [J]. Organization Science, 23 (5): 1227-1248. [40] Mihalache, O., J. J. P. Jansen & H. W. Volberda. 2012. Off-shoring and firm innovation: The moderating role of top management team attributes [J]. Strategic Management Journal, 33 (13): 1480-1498. [41] Cefis, E. & O. Marsili. 2012. Going, Going, Gone. Exit forms and the innovative capabilities of firms [J]. Research Policy, 41 (5): 795-807. [42] Ahmad, S., et al. 2013. New product development: Impact of project characteristics and development practices on performance [J]. Journal of Product Innovation Management, 30 (2): 331-348. [43] Jugen, D. & S. L. D. Silvad. 2012. Integration in new product development: Case study in a large brazilian high-technology company [J]. Journal of Technology Management & Innovation, 7 (1):52-62. [44] Martini, A., et al. 2013. Continuous innovation: Towards a paradoxical, ambidextrous combination of exploration and exploitation [J]. International Journal of Technology Management, 61 (1): 1-22. [45] 魏江, 冯军政. 国外不连续创新研究现状评介与研究框架构建[J]. 外国经济与管理, 2010(6): 9-16.Wei Jiang & Feng Junzheng. 2010. The review and framework construction of foreign discontinuous innovation [J]. Foreign Economics and Management, (6): 9-16. [46] Ellonen, H. K. 2009. Linking dynamic - capability portfolios and innovation outcomes [J]. Technovation, 29 (11): 753-762. [47] Lin, H., et al. 2013. Managing the exploitation- exploration paradox: The role of a learning capability and innovation ambidexterity [J]. Journal of Product Innovation Management, 30 (2): 262-278. [48] Chang, D. R. & S. Park. 2013. The effects of brand strategy and technological uncertainty on pioneering advantage in the multigenerational product market [J]. Journal of Product Innovation Management, 30 (1): 82-95. [49] 林海芬, 苏敬勤. 管理创新效力提升机制: 组织双元性视角[J]. 科研管理, 2012,33 (2): 1-10.Lin Haifen & Su Jingqin. 2012. The effectiveness improving mechanism for the management innovation: From the perspective of organizational ambidexterity [J]. Science Research Management, 33 (2): 1-10. [50] Butler, J. C. & J. Grahovac. 2012. Learning, imitation, and the use of knowledge: A comparison of markets, hierarchies, and teams [J]. Organization Science, 23 (5): 1249-1263. [51] Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. 2009. Organizational ambidexterity: Balancing exploitation and exploration for sustained performance [J]. Organization Science, 20 (4): 685-695. [52] Govindarajan,V. et al. 2011. The effects of mainstream and emerging customer orientations on radical and disruptive innovations [J], Journal of Product Innovation Management.; 28 (S1):121-132. [53] Yannopoulos, P., S. Auh. & B. Menguc. 2012. Achieving fit between learning and market orientation: Implications for new product performance [J], Journal of Product Innovation Management, 29 (4): 531-545. [54] Li, Y. H., et al. 2009. Entrepreneurial orientation and firm performance: The role of knowledge creation process [J]. Industrial Marketing Management, 38: 440-449. [55] Sainio, L. M. & P. Ritala. & P. H. Laukkanen. 2012. Constituents of radical innovation -exploring the role of strategic orientations and market uncertainty [J]. Technovation, 32: 591-599. [56] Perez-Luno, A.. & J. Wiklund. & R. V. Cabrera. 2011. The dual nature of innovative activity: How entrepreneurial orientation influences innovation generation and adoption [J]. Journal of Business Venturing, 26 (5): 555-571. [57] Uotila, J., et al. 2009. Exploration, exploitation and financial performance: Analysis of s&p 500 corporations [J]. Strategic Management Journal.,30 (2): 221-231. [58] Paavo R. & P. Hurmelinna-laukkanen,incremental and radical innovation in coopetition-the role of absorptive capacity and appropriability [J], Journal of Product Innovation Management, 2013. 30(1):154-169. [59] 余浩, 陈劲. 战略导向、互博意愿与产品创新绩效关系研究[J]. 科研管理, 2012,33 (5): 1-7.Yu Hao & Chen Jin. 2012. The relationship among strategic orientation, willingness to cannibalize, and radical product innovation performance [J]. Science Research Management, 33 (5): 1-7. [60] De Luca. L. M., et al. 2010. Market orientation and R&D effectiveness in high-technology firms: An empirical investigation in the biotechnology industry [J]. Journal of Product Innovation Management, 27: 299-320. [61] Stark, O. & D. Behrens. 2010. An evolutionary edge of knowing less (or: on the 'curse' of global information) [J]. Journal of Evolutionary Economics, 20 (1): 77-94. [62] Argote, L. & E. Miron-Spektor. 2011.Organizational learning: From experience to knowledge [J]. Organization Science, 22 (5): 1123-1137. [63] Teece, D. J. 2007. Explicating dynamic capabilities: The nature and micro-foundations of (sustainable) enterprise performance [J]. Strategic Management Journal, 28: 1319-1350. [64] Ambrosini, V. & C. Bowman. 2009. What are dynamic capabilities and are they a useful construct in strategic management? [J]. International Journal of Management Reviews, 11 (1): 29-49. [65] Pavlou, P. A., et al. 2011. Understanding the elusive black box of dynamic capabilities [J]. Decision Sciences, 42 (1): 239-273. [66] Laamanen, T., et al. 2009. Cognitive dynamics of capability development paths [J]. Journal of Management Studies, 46 (4): 950-981. [67] Wu, Q., et al. 2012. Implementing dynamic capabilities for corporate strategic change toward sustainability [J]. Strategic Change, 21 (5-6): 231-247. [68] Lau, C. M. & G. D. Bruton. 2011. Strategic orientations and strategies of high technology ventures in two transition economies [J]. Journal of World Business, 46 (3): 371-380. [69] Sofka, W. & C. Grimpe. specialized search and innovation performance: Evidence across europe [J]. R&D Management, 2010, 40 (3): 310-323. [70] Rahmandad, H. 2012. Impact of growth opportunities and competition on firm-level capability development trade-offs [J]. Organization Science, 23 (1): 138-154. [71] Lehrer, M., K. Asakawa & M. Behnam. 2011. Home base-compensating R&D: Indicators, public policy, and ramifications for multinational firms [J]. Journal of International Management, 17 (1): 42-53. [72] Karniouchina, E. V., Carson, S. J., Short, J. C., & Ketchen, D. J. 2013. Extending the firm vs. industry debate: Does industry life cycle stage matter? [J]. Strategic Management Journal, 2013, 34 (8): 1010-1018. [73] Robert G. C. 2011. Perspective: The innovation dilemma: how to innovate when the market is mature [J]. Journal of Product Innovation Management,, 28 (S1): 2-27. [74] Pelham A M, Lieb P. 2011. Industry environment and business strategy: A comparison of contingency theory expectations and relationships between small manufacturing firm manager's perceptions of environment and strategy [J]. International Business & Economics Research Journal (IBER), 1 (8): 49-62. [75] Jie, W. 2012. Technological collaboration in product innovation: The role of market competition and sectoral technological Intensity [J]. Research Policy, 41 (2): 489-496. [76] Hoppmann, J., et al. 2013. The two faces of market support-how deployment policies affect technological exploration and exploitation in the solar photovoltaic industry [J]. Research Policy, 42 (4): 989-1003.