资源拼凑与创业机会认知的对接路径

孙永波; 丁沂昕

PDF(458 KB)

科研管理 ›› 2021, Vol. 42 ›› Issue (2) : 130-137.

论文

资源拼凑与创业机会认知的对接路径

孙永波¹，丁沂昕¹，王楠^1,2

作者信息 +

The path for linking of resource bricolage and entrepreneurial opportunity recognition

Sun Yongbo¹， Ding Yixin¹， Wang Nan^1,2

Author information +

文章历史 +

摘要

资源拼凑解释了创业者在资源约束的情境下如何将看似无关联的手头资源组合成有价值的资源，并进一步驱动创业者对机会的认知。然而，对两者之间的路径对接机制缺少关注。本文从组织学习视角出发，利用不同组织学习方式推进资源拼凑和创业机会认知的关系研究。本文通过系统回顾国内外相关文献，解析了资源拼凑和组织学习所涉及的关键构念；构建了创业认知过程的两阶段理论模型，包括机会发现阶段和构建阶段；构建了资源拼凑与机会认知阶段对接的机制框架，解释了组织学习如何桥接两者的路径。在总结研究贡献的同时，并对未来研究进行展望。

Abstract

The focus of entrepreneurship research is to answer "why, when and how opportunities for the creation of goods and services can be discovered, evaluated, and exploited by entrepreneurship". In recent years, with the increasing growth of China entrepreneurial activity index, the research on resource bricolage has increased sharply. How resource bricolage affects the entrepreneurial opportunity cognition has become a hot research topic. Resource bricolage explains how entrepreneurs could combine seemingly unrelated resources into valuable resources in the context of resource constraints, and further drive the opportunities cognition of entrepreneurs. However, there is a lack of attention to the path mechanism between the resource bricolage and entrepreneurial opportunity cognition. From the perspective of organizational learning, our study advances the research on the relationship between bricolage and entrepreneurial opportunity cognition through different organizational learning methods.

The key constructs of resource bricolage. Bricolage focuses on solving the existing underestimated, idle or discarded resources, and developing the potential value of these resources by effective combination. Resource bricolage includes resources at hand, combination of resources for new purposes, and making do.

The key constructs of organizational learning. Organizational learning is an issue of continuous concern for all types of enterprises, especially for new enterprises. They must constantly learn new knowledge from external and combine with their own knowledge to deal with opportunities and threats in the dynamic environment. Organizational learning includes cognitive learning, behavioral learning, experiential learning and action learning.

The process of entrepreneurial opportunities cognition. The core process of opportunity cognition is to establish a dichotomy view on the structure of opportunity cognition. We believe that Alvarez and Barney′s research is very constructive, because they distinguish between opportunity discovery and opportunity construction. This classification represents the two theoretical points of the entrepreneurial opportunity.

Through the organizational learning research on the process of the opportunity discovery and construction, this paper found three main research conclusions: First, in the opportunity discovery stage, entrepreneurs need to understand the potential value of the resources available at hand, and rely on previous experience, opportunity prototypes and opportunities alertness, and cultivate cognitive learning ability to discover and identify entrepreneurial opportunities. Second, in the opportunity construction stage, entrepreneurs recombine resources to achieve new goals, and rely on creative thinking and practices, and cultivate behavioral learning capabilities to evaluate and develop entrepreneurial opportunities. Third, from opportunity discovery to opportunity construction, entrepreneurs must get artistic improvisation, that is, applying the resources at hand to resource reconstruction. At the same time, it is also necessary to cultivate the action learning ability, to develop opportunities for discovering and identifying opportunities, and to cultivate the experience learning ability to discover and identify new opportunities after opportunity evaluation.

This paper has three contributions. First, it focuses on analyzing the key structural dimensions of organizational learning. Second, a two-stage path of entrepreneurial opportunity cognition is constructed, that is, the opportunity discovery phase covering opportunity discovery and identification, and the opportunity construction phase of opportunity evaluation and development. Third, it analyzes the linking mechanism of the resource bricolage and entrepreneurial opportunity cognition.

导出引用

孙永波, 丁沂昕, 王楠. 资源拼凑与创业机会认知的对接路径[J]. 科研管理. 2021, 42(2): 130-137

Sun Yongbo, Ding Yixin, Wang Nan. The path for linking of resource bricolage and entrepreneurial opportunity recognition[J]. Science Research Management. 2021, 42(2): 130-137

参考文献

[1] Shane S, & Venkataraman S. The promise of entrepreneurship as a field of research[J]. Academy of Management Review, 2000, 25(1):217-226.

[2] Ardichvili A, Cardozo R, & Ray S. A theory of entrepreneurial opportunity identification and development[J]. Journal of Business Venturing, 2003, 18(1):105-123.

[3] 祝振铎,李新春. 新创企业成长战略:资源拼凑的研究综述与展望[J]. 外国经济与管理, 2016, 38(11):71-82.

Zhu Z D, & Li X C. A growth strategy for new ventures: A literature review of resource bricolage and prospects[J]. Foreign Economics & Management, 2016, 38(11):71-82.

[4] Dess G G, Ireland R D, & Zahra S A, et al. Emerging issues in corporate entrepreneurship[J]. Journal of Management, 2003, 29(3):351-378.

[5] 斯晓夫,王颂,傅颖. 创业机会从何而来:发现,构建还是发现+构建? ——创业机会的理论前沿研究[J]. 管理世界, 2016, (3):115-127.

Si X F, Wang S, & Fu Y. Where does the entrepreneurial opportunity come from: Discovery, construction or discovery + construction?—Research on the theoretical frontier of entrepreneurial opportunity[J]. Management World, 2016, (3):115-127.

[6] Dutta D K, & Crossan M M. The nature of entrepreneurial opportunities: Understanding the process using the 4I organizational learning framework[J]. Entrepreneurship Theory & Practice, 2005, 29(4):425-449.

[7] 何超,张建琦,刘衡. 资源拼凑与中小企业创新:智力资本的中介作用[J]. 科研管理, 2019, 40(7):140-151.

He C, Zhang J Q, Liu H. Resource bricolage and innovation of SMEs: The mediating effect of intellectual capital[J]. Science Research Management, 2019, 40(7):140-151.

[8] Welter C, Mauer R, & Wuebker R J. Bridging behavioral models and theoretical concepts: Effectuation and bricolage in the opportunity creation framework[J]. Strategic Entrepreneurship Journal, 2016, 10(1):5-20.

[9] 周健明,张新圣,周永务. 资源拼凑、团队即兴与初创企业新产品开发绩效[J]. 科研管理, 2019, 40(1):52-60.

Zhou J M, Zhang X S, Zhou Y W. Impact of resource bricolage and R&D team's impromptu creation on the new product development performance of startups[J]. Science Research Management, 2019, 40(1):52-60.

[10] 于晓宇,李雅洁,陶向明. 创业拼凑研究综述与未来展望[J]. 管理学报, 2017, 14(2):306-316.

Yu X Y, Li Y J, & Tao X M. Literature review on entrepreneurial bricolage and a research agenda[J]. Chinese Journal of Management, 2017, 14(2):306- 316.

[11] Domenico M L D, Haugh H, & Tracey P. Social bricolage: Theorizing social value creation in social enterprises[J]. Entrepreneurship Theory & Practice, 2010, 34(4):681-703.

[12] Miner A S, Bassoff P, & Moorman C. Organizational improvisation and learning: A field study[J]. Administrative Science Quarterly, 2001, 46(2):304-337.

[13] Nevis E C, Dibella A J, & Gould J M. Understanding organizations as learning systems[J]. Strategic Management of Intellectual Capital, 1995, 36(2):121-139.

[14] Altinay L, Madanoglu M, & Vita G D, et al. The interface between organizational learning capability, entrepreneurial orientation, and SME growth[J]. Journal of Small Business Management, 2016, 54(3):871-891.

[15] Lumpkin G T, & Lichtenstein B B. The role of organizational learning in the opportunity-recognition process[J]. Entrepreneurship Theory & Practice, 2005, 29(4):451-472.

[16] Zhang J. The advantage of experienced start-up founders in venture capital acquisition: Evidence from serial entrepreneurs[J]. Small Business Economics, 2011, 36(2):187-208.

[17] Holcomb T R, Ireland R D, & Jr R M H, et al. Architecture of entrepreneurial learning: Exploring the link among heuristics, knowledge, and action[J]. Entrepreneurship Theory & Practice, 2009, 33(1):167-192.

[18] Mair J, & Martí I. Social entrepreneurship research: A source of explanation, prediction, and delight[J]. Journal of World Business, 2006, 41(1):36-44.

[19] Corbett A C. Experiential learning within the process of opportunity identification and exploitation[J]. Entrepreneurship Theory & Practice, 2005, 29(4):473-491.

[20] Kolb D A. Experiential learning: Experience as the source of learning and development[M]. Englewood Cliffs, NJ: Prentice Hall. 1984.

[21] Rae D. Action learning in new creative ventures[J]. International Journal of Entrepreneurial Behaviour & Research, 2012, 18(5):603-623.

[22] Shrader R C, & Hills G E. Opportunity recognition: Perceptions of highly successful entrepreneurs[J]. Journal of Small Business Strategy, 2003, 14(2):92-108.

[23] Bhave M P. A process model of entrepreneurial venture creation[J]. Journal of Business Venturing, 1994, 9(3):223-242.

[24] Hills G E, Shrader R C, & Lumpkin G T. Opportunity recognition as a creative process[M]. Wellesley, MA: Babson College. 1999.

[25] Lindsay N J, & Craig J B. A framework for understanding opportunity recognition: Entrepreneurs versus private equity financiers[J]. Journal of Private Equity, 2002, 6(1):13-24.

[26] Mcmullen J S, & Shepherd D A. Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur[J]. Academy of Management Review, 2006, 31(1):132-152.

[27] Alvarez S A, & Barney J B. Discovery and creation: alternative theories of entrepreneurial action[J]. Strategic Entrepreneurship Journal, 2007, 1(1-2):11-26.

[28] Shane S. Reflections on the 2010 AMR decade award: Delivering on the promise of entrepreneurship as a field of research[J]. Academy of Management Review, 2012, 37(1):10-20.

[29] Politis D. The process of entrepreneurial learning: A conceptual framework[J]. Entrepreneurship Theory & Practice, 2005, 29(4):399-424.

[30] Shepherd D A, Patzelt H, & Williams T A, et al. How does project termination impact project team members? rapid termination, ‘creeping death’, and learning from failure[J]. Journal of Management Studies, 2014, 51(4):513-546.

[31] Mueller B, & Shepherd D A. Learning from failure: how entrepreneurial failure aids in the development of opportunity recognition expertise[J]. Frontiers of Entrepreneurship Research, 2009, 32(6):1-14.

[32] Feldman M S, & Pentland B T. Reconceptualizing organizational routines as a source of flexibility and change[J]. Administrative Science Quarterly, 2003, 48(1):94-118.

[33] 尹苗苗,蔡莉. 创业能力研究现状探析与未来展望[J]. 外国经济与管理, 2012, 34(12): 1-11+19.

Yi M M, & Cai L. Research status and future prospect of entrepreneurial capability[J]. Foreign Economics & Management, 2012, 34(12): 1-11+19.

[34] Sarasvathy S D, Dew N, & Read S, et al. Designing organizations that design environments: Lessons from entrepreneurial expertise[J]. Organization Studies, 2008, 29(3):331-350.

[35] Leybourne S, & Sadler-Smith E. The role of intuition and improvisation in project management[J]. International Journal of Project Management, 2006, 24(6):483-492.

[36] Cunha M P E, Rego A, & Oliveira P, et al. Product innovation in resource-poor environments: Three research streams[J]. Journal of Product Innovation Management, 2014, 31(2):202-210.

[37] Cope J, & Watts G. Learning by doing-An exploration of experience, critical incidents and reflection in entrepreneurial learning[J]. International Journal of Entrepreneurial Behaviour & Research, 2000, 6(3):104-124.

[38] Duymedjian R, & Rüling C C. Towards a foundation of bricolage in organization and management theory[J]. Organization Studies, 2010, 31(2):133-151.

[39] Baker T, & Nelson R E. Creating something from nothing: Resource construction through entrepreneurial bricolage[J]. Administrative Science Quarterly, 2005, 50(3):329-366.

[40] 朱秀梅,吕庆文,刘月. 创业学习转移:模型构建及机制分析[J]. 外国经济与管理, 2017, 39(8):3-15.

Zhu X M, Lü Q E, & Liu Y. Entrepreneurial learning transfer: Theory model establishment and mechanism analysis[J]. Foreign Economics & Management, 2017, 39(8):3-15.