模块化下企业创新生态系统结构与演化机制——海尔集团2005—2019年的纵向案例研究

摘要/Abstract

摘要： 制造企业生态化创新战略转型中，枢纽企业为获得长期竞争优势，如何伴随创新生态系统的演化而做出技术、商业决策？依据“情境-结构-机制”的研究框架对海尔集团进行纵向案例研究，从模块化视角探索企业创新生态系统结构、演化机制与路径特征。研究表明：（1）情境主导了技术创新的可实现性，技术标准、用户需求和政策支持3个情境因素驱动企业创新生态系统的交互演进。（2）发现企业创新生态系统结构的3个重要特征，即创新架构模块化、交互界面开放性、网络治理嵌入性。海尔模块化生态圈战略转型历经的开拓布网期、扩展织网期和颠覆融网期3个发展阶段，以 “产品、生产模块化-组织模块化-超模块化”的架构创新驱动了海尔集团创新生态系统 “以内部研发为中心的创新体系-以产业链协同为中心的创新体系-以用户为中心的创新生态系统”的演化路径。（3）企业创新生态系统的创新实现机制突出表现在杠杆、协同和互利机制上，通过揭示系统的结构特征与实现机制的作用逻辑，提出杠杆机制呈现出重用“模块资源-平台资源-场景资源”的演化路径，协同机制使枢纽企业在系统中的角色沿着 “分解者-平台领导者-创新集成商”演化，互利机制呈现出“企业主导-开放市场机制”的演化路径。研究结论丰富和发展了创新生态系统理论，为传统制造企业的创新生态系统战略转型提供方案设计启示。

基于模块化理论视角，本文采用“情境-结构-机制”的研究框架，对海尔创新生态系统15年来的发展历程中显现的特征及进化过程的情境因素、结构特征和创新机制进行识别和分析。
理论上，本文基于模块化理论解剖海尔创新生态系统演化过程“黑箱”，为创新生态系统理论研究提供新的概念框架。实践上，通过对海尔集团的纵向案例研究, 提炼出复杂情境下的海尔创新生态系统构建及演化的有益实践，并归纳出海尔创新生态系统的实现机制、及不同发展期、权变情境的相机决策的具体实践。主要研究结论归纳如下：
第一，模块化思维植根于海尔创新生态系统的进化历程中。海尔基于模块化的创新管理模式实现对创新生态系统复杂性的收敛管理，其创新生态系统演化是以整合企业内部创新资源为起点，向企业与外部资源点对点的合作联结过渡，最终实现异质性合作伙伴互利共生的转型升级过程，通过产品设计与生产网络模块化向组织设计模块化、超模块化系统的结构演化，呈现出“以内部研发为中心的创新体系—以产业链协同为中心的创新体系—以用户为中心的创新生态系统”的演化路径。
第二，情境转变是催生海尔创新生态系统交互演进的关键诱因。情景主导了创新管理范式的可实现性，技术标准、用户需求和政策支持3个情境因素与企业创新生态系统的迭代息息相关。通过本文的纵向案例研究，发现在海尔创新生态系统15年来的发展历程中，其自我颠覆始终与所嵌入的技术、市场、政策等新情境契合，即每一次的战略转型均与所处情境同步。具体而言，技术标准是企业转型的根本动力，用户需求是企业转型的驱动主体，政策支持是企业转型的保障因素。
第三，“情境-结构-机制”研究框架可以诠释企业创新生态系统演化。本文揭示出海尔创新生态系统的结构特征（创新架构模块化、交互界面开放性、网络治理嵌入性）与创新机制（创新杠杆机制、创新协同机制和创新互利机制），并基于两者间作用逻辑的探讨归纳出海尔创新生态系统的演化路径：①创新杠杆机制按重用“技术资源—平台资源—场景资源”的路径演化；②创新协同机制使枢纽企业的角色定位按“分解者—领导者—集成商”的路径演化；③创新互利机制按“企业主导规则—市场开放机制”的路径演化。
管理启示
第一，创新架构模块化为创新生态系统的解构、集成与进化提供新的创新管理视角。因其有助于分解简化系统处理界面与系统层面的分析和处理复杂度，可作为企业从封闭系统向开放系统转变的第一步，为制造企业实施创新生态系统战略转型中的技术选择、实施标准、系统结构设计、管理流程等提供个案借鉴，以模块化创新架构奠定企业“整合内部资源—构建简单的创新生态系统—构建复杂的创新生态系统”3个阶段演化基础。
第二，企业创新生态系统的战略转型应与所处情境同步。当前，企业战略转型中要深度考虑数字化、工业互联网、5G技术、共享经济等新情境下的企业技术创新与管理范式的有效性。虽然当前政府扶持资金偏重硬件投资，侧重于“看得见的”硬件示范和创新，但“看不见的”软实力，如大数据、人工智能和云计算等信息技术的系统性突破将有助于企业创新发展的增值增效，中国海量用户基础及其异质性和多层化成为中国企业建立产业主导优势的重要机遇。因此，枢纽企业的发展要软硬两手抓，注重软件、平台创新，抢占互联网时代的先机。
第三，企业要注重开放、协同、互利的创新生态系统建设。为充分发挥枢纽企业创新杠杆效应，要统筹全产业链、全流程体系的创新发展，实现全产业的同步发展离不开系统结构与机制的保障，枢纽企业不能只做局部的创新，要做全产业链、全流程的实践，合作企业要链接成为创新生态系统的一个节点，既要在理解与外部情境互动共演的基础上加强外部协同，也要下放权力创新价值分配模式，激发成员的主动性和创造性，加强内部协同。

关键词: 企业创新生态系统, 模块化, 演化机制, 纵向案例研究

Abstract: Upon the transformation of manufacturing enterprises into the ecological innovation strategy, how can the hub firm make technological and commercial decisions to enhance long-term competitiveness with the evolution of innovation ecosystem? The existing literatures have focused on the study on what innovation ecosystems are and how they operate, and most of them have neglected the impact of the external environment. This research aimed to complement the literatures by investigating when and why ecosystems emerge, as well as how the contexts lead to the co-evolution of innovation ecosystems? Based on the research framework of "situation-structure-mechanism", this paper explored the structure, evolution mechanisms and path characteristics of enterprise innovation ecosystem through a longitudinal case of Haier Group from the modularity perspective. The findings are as follows:
First of all, contexts dominate the realization of technological innovation. According to the remarkable events in the development of strategic transformation of Haier′s modular ecosphere, Haier Group has experienced three stages of the netting period for developing new resources, the webbing period for expanding new businesses, and the integration period for disruptive innovation. And this paper revealed the interactive evolution process of the enterprise innovation ecosystem with three situational factors: technical standards, user needs and policy supports.
Secondly, through the systemic analysis, this paper summarized three important characteristics of the structure of the enterprise innovation ecosystem: modularity of innovation architecture, open interface and embeddability of network governance. Thus the evolution path of Haier Group innovation ecosystem is starting from the internal-R&D-oriented innovation system, and transferring to the industry-chain-integration-oriented innovation system, and ultimately to the customer-requirements-oriented innovation ecosystem, which are driven by modular innovation architectures, practically speaking from product and production modularity, organization modularity to ultra-modularity in turn.
Last but not least, the innovation realization mechanism of the enterprise innovation ecosystem is manifested in leverage, synergy and mutual benefit mechanism. By revealing the structural characteristics of the innovation ecosystem and the operation logic of the implementation mechanism: (a)this paper put forward Haier had adopted the modular innovation architecture to maximize the leverage effects of the innovation ecosystem, keeping the structure open without sacrificing the decision-making openness, and the evolutionary path of leverage mechanism is starting from reusing module resources, and transferring to platform resources, and ultimately to ultra-modular scene resources. (b) Haier has facilitated external coordination through the cognitive embeddability of network governance which has laid the foundation of complementors′ trusts, as well as managed internal coordination through the modular innovative architecture. Thus the role of the hub firm has grown from the decomposer, the platform leader to the innovation integrator through cooperative mechanism. (c) Haier has created a more open and fair benefit-sharing contexts through open and transparent decision-making, the management of intellectual property rights and so on. Thus the mutual benefit mechanism has changed from enterprise leading to open market determining.
The results are important for complementing and developing the theory of the innovation ecosystem, and provide enlightenment on the design alternatives for manufacturing enterprises transforming to the innovation ecosystem strategy.

Key words: enterprise innovation ecosystem, modularity, evolution mechanism, longitudinal case study

郑帅王海军. 模块化下企业创新生态系统结构与演化机制——海尔集团2005—2019年的纵向案例研究[J]. 科研管理, 2021, 42(1): 33-46.

Zheng Shuai, Wang Haijun. Structure and evolution mechanism of the enterprise innovation ecosystem in terms of modularity: A longitudinal case study on Haier Group from 2005 to 2019[J]. Science Research Management, 2021, 42(1): 33-46.

参考文献

[1] 梅亮, 陈劲, 刘洋. 创新生态系统:源起、知识演进和理论框架 [J]. 科学学研究, 2014, 32(12): 1771-1780.

Mei Liang, Chen Jin and Liu Yang. Innovation ecosystem: origin, knowledge evolution and theoretical framework [J]. Studies in Science of Science, 2014, 32(12) :1771-1780.

[2] 陈劲. 企业创新生态系统论[M]. 北京：科学出版社, 2017.

Chen Jin. Firm innovation ecosystem [M]. Beijing: Science Press, 2017.

[3] 樊霞, 贾建林, 孟洋仪. 创新生态系统研究领域发展与演化分析 [J]. 管理学报, 2018, 15 (1):155-162.

Fan Xia, Jia Jianlin, Meng Yangyi. The study of innovation ecosystem evolution and development [J]. Chinese Journal of Management, 2018, 15 (1):155-162.

[4] 欧忠辉, 朱祖平, 夏敏, 陈衍泰. 创新生态系统共生演化模型及仿真研究[J]. 科研管理, 2017, 38(12):49-57.

Ou Zhonghui, Zhu Zuping, Xia Min, Chen Yantai. The symbiotic evolution model of innovation ecosystem and its simulation analysis [J]. Science Research Management, 2017, 38(12):49-57

[5] 王伟楠, 吴欣桐, 梅亮. 创新生态系统:一个情境视角的系统性评述[J]. 科研管理, 2019, 40(9):25-36.

Wang Weinan, Wu Xintong, Mei Liang. Innovation ecosystem: A systematic review from the contextual perspective [J]. Science Research Management, 2019, 40(9):25-36.

[6] Gawer A., Cusumano M A. Industry platforms and ecosystem innovation [J]. Journal of Product Innovation Management, 2014,31(3):417-433.

[7] Adner R. Ecosystem as structure: An actionable construct for strategy [J]. Journal of Management,2017,43 (1) : 39-58.

[8] Rong K, Hu G, Lin Y, Shi Y, Guo L. Understanding business ecosystem using a 6C framework in Internet-of-Things-based sectors[J]. International Journal of Production Economics, 2015,(159): 41–55.

[9] Rohrbeck R，Holzle K，Gemunden H G． Opening up for competitive advantage: How Deutsche telecom creates an open innovation ecosystem[J]. R&D Management,2009,39 (4):420-430

[10] Teece D J.Dynamic Capabilities and strategic management: Organizing for innovation and growth[M].Ox-ford University Press, 2011.

[11] Adner R, Kapoor R. Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations [J]. Strategic Management Journal, 2010, 31(3), 306–333

[12] Adner R. Match your innovation strategy to your innovation ecosystem [J]. Harvard Business Review,2006,84(4) : 98-107.

[13] Veugelers R,Cassiman B. Make and buy in innovation strategies: Evidence from belgian manufacturing firms[ J]. Research Policy,2008,(28): 63-80．

[14] Iansiti M，Levien R. Strategy as ecology[J]. Harvard Business Review,2004,82(3) : 68-81.

[15] Li Y R.The technological roadmap of Cisco's business ecosystem[J]. Technovation, 2009, (29): 379–386.

[16] Langlois R N. Modularity in technology and organization[J]. Journal of Economic Behavior & Organization, 2002, (49):19-37.

[17] Chesbrough H． Open business models: How to thrive in the new innovation landscape[M]. Harvard Business Press, 2013.

[18] Tiwana A, Konsynski B, Bush A. A research commentary platform evolution: Coevolution of platform architecture，governance，and environmental dynamics[J]. Information Systems Research, 2010, 21(4) : 675-687.

[19] Garud R, A Kumaraswamy, R N Langlois. Managing in the modular age: Architectures,networks and organization[M]. Blackwell Publishers Ltd. 2002.

[20] Oh D S, Phillips F, Park S.Innovation ecosystems: A critical examination[J]. Technovation,2016,(54): 1- 6.

[21] Mantovani A, Ruiz-Aliseda F.Equilibrium innovation ecosystems: The dark side of collaborating with complementors[J]. Management Science, 2015,62(2) :534-549．

[22] Moore J F. Predators and prey: A new ecology of competition [J]. Harvard Business Review, 1993, 71( 3) :75-86.

[23] Simon H A.The architecture of complexity[J] Proceedings of the American Philosophical Society, 1962,(106): 467-482

[24] Baldwin C Y, Clark K B. Design rules: The power of modularity [M].Cambridge, MA:MIT Press, 2000.

[25] Hoetker G. Do modular products lead to modular organizations? [J]. Strategic Management Journal, 2006, 27(6):501-518.

[26] 王建安, 张钢.组织模块化及其测量:一个基于松散耦合系统的分析框架[J].西安电子科技大学学报（社会科学版），2008,18(6):1-10.

Wang Jianan, Zhang Gang. Organizational modularity and its measurement: An analytical framework based on loose coupling system[J]. Journal of Xidian University( Social Science Edition), 2008,18(6):1-10.

[27] Jacobides M G , Cennamo C , Gawer A . Towards a theory of ecosystems[J]. Strategic Management Journal, 2018, 39(8): 2255-2276

[28] Katz M L, Shapiro C． Systems competition and network effects[J].The Journal of Economic Perspectives, 1994, 93-115．

[29] Eisenhardt K M, Graebner M E.Theory building from cases: Opportunities and challenges[J]. Academy of Management Journal 50.1(2007):25-32.

[30] Sanchez R. Strategic flexibility in product competition [J]. Strategic Management Journal, 1995, (16): 135–159.

[31] Richard P J, Devinney T M. Modular strategies: B2B technology and architectural knowledge[J].California Management Review, 2005,47(4), 86-113.

[32] Wasserman S, Faust K. Social network analysis: Methods and applications[M]. Cambridge, UK: Cambridge University Press. 1994.

[33] Dacin M T, Ventresca M J, Bead B D. The embeddedness of organizations: Dialogue directions[J]. Journal of Management, 1999,(25): 317–356.

[34] Gerwin D. Coordinating new product developmentin strategic alliances[J].Academy of Management Review,2004, 29(2):241–257.

[35] Welborn R, Kasten V. The Jericho principle: How companies use strategic collaboration to find new sources of value[M]. Hoboken, NJ: Wiley. 2003.

[36] Gawer A, Cusumano M. Platform leadership.[M].Cambridge, MA: Harvard Business School Press.2002.

[37] Suddaby R. From the editors: What grounded theory is not[J]. Academy of Management Journal, 2006, 49(4):633-642.

[38] 许庆瑞, 吴志岩, 陈力田. 转型经济中企业自主创新能力演化路径及驱动因素分析——海尔集团1984～2013年的纵向案例研究[J]. 管理世界, 2013, (4):121-134.

Xu Qingrui, Wu zhiyan, Chen Litian. An analysis of evolution path to and the driving factors of, the independent innovation of enterprises in the transitional economy: A longitudinal case study on Haier Group from 1984 to 2013[J].Management World, 2013, (4):121-134.

[39] Lorenzoni G, Lipparini A. The leveraging of interfirm relationships as a distinctive organizational capability: A longitudinal study[J]. Strategic Management Journal, 1999, 20(4):317–338.

[40] Grandori A. An organizational assessment of interfirm coordination modes[J].Organization Studies,1997, 18(6): 897–925.