关键词: 供应商管理, 管理层能力, 技术创新

Abstract:     Innovation is the primary driving force for Chinese economic development. Enterprises are very important for innovation, because they are both major practitioners and promoters. Enterprise technological innovation is not only relying on limited internal skill and resource but also relying on external knowledge and technology. Enterprise technological innovation is affected by many factors in the supply chain. Being the major partner of the enterprises, suppliers are the main source of technological innovation for enterprises. Existing literature mainly discuss the enterprise technological innovation problem from the view of one group supplier, and consider little the suppliers differentiation. In fact, there are many distinct characteristics of suppliers in the enterprise technological innovation. How to keep the balance among these major suppliers is crucial for the enterprise technological innovation. Therefore, supplier management is the key problem for enterprise technological innovation.
    From the view of supply chain risk management, this paper explores the inherent mechanism of the impact of supplier management on enterprise technological innovation by using the empirical research method. Based on the Chinese A-share listed companies from 2008 to 2017, this paper has proved the relationship of supplier management and enterprise technological innovation. As conclusions, firstly, the major suppliers will like share the knowledge and skill with the enterprises for improving the competitive advantage of supply chain. In the end, every member of the supply chain will be benefit from this change situation. Thus, supplier concentration has the positive relationship with the output of enterprise technological innovation. Secondly, because enterprise innovative resources are squeezed by the major suppliers, and enterprises have more operation risk with improving of supplier concentration, enterprises would reduce the input of technological innovation with the increasing of supplier concentration. Therefore, supplier concentration has the reversed U shape relationship with input of technological innovation. When the supplier concentration is bigger than the critical point, enterprises will get more output of technological innovation with the less input of technological innovation. From this point, we can draw the conclusion that the major suppliers have the positive overflow effect on technological innovation with the supplier concentration is increasing. Thirdly, when enterprises have big suppliers in these major suppliers, the big suppliers will loss the power of promoting enterprise technological innovation for their stable station in the supply chain. So big suppliers has the negative effect on the output of technological innovation. But stronger manager capacity can control this negative effect by effective managing these big suppliers. Fourthly, compare with non-state-owned enterprises and unprofitable enterprises, supplier concentration has significant relationship with technological innovation in these state-owned enterprises and profitable enterprises. 
      From the above conclusion, this paper show that enterprises should improve their supplier concentration for the more output of technological innovation. At the same time, enterprises should concern the negative effect of greater supplier concentration on enterprise technological innovation. When enterprises share the benefit with the major suppliers, they should pay close attention to supply chain risk. Thus, enterprises shall keep the balance in these different major suppliers to avoiding the damage from the big suppliers. Because managerial capacity can relieve these damages, so managers should try best to improve their capacity in the competitive environment. Stated-owned enterprises and profitable enterprises are the main force for the innovation. Therefore, Chinese government shall make the policy to improve the reform of the mixed ownership system. Enterprises shall make the best for profit in their operations.

Key words:  , supplier management, managerial ability, technological innovation