Learning to learn during the process of transformation and upgrading: A case study of goodbaby companies

PDF(1 KB)

Science Research Management ›› 2015, Vol. 36 ›› Issue (7) : 122-129.

Liu Haijian

Author information +

History +

Abstract

This paper challenged the traditional opinion of "knowledge spillover" because learning failure will happen for some local OEM firms. Taking the case of Goodbaby's climbing process along the global value chain, this paper stresses the importance of transformation of organizational learning mode. This mode includes two kinds of mechanisms. One mechanism is on the learning orientation's change which means firm should change from external-motivated learning to internal-motivated learning. The other mechanism is on the learning ways' change which means the firm should change from the simple explorative or exploitative learning to the ambidexterity learning. During these processes, the corporate entrepreneurship plays a key role. Finally, this paper contends the synchronization of technological and management innovation and explains why some OEM firms failed to do so.

Key words

transformation of learning mode / corporate entrepreneurship / smile curve / management innovation

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Liu Haijian. Learning to learn during the process of transformation and upgrading: A case study of goodbaby companies[J]. Science Research Management. 2015, 36(7): 122-129

References

[1] 刘志彪, 张杰.全球代工体系下发展中国家俘获型网络的形成、突破与对策—基于GVC与NVC的比较视角[J].中国工业经济, 2007(5):39-47.Liu Zhibiao,Zhang Jie.Forming,breakingthrough and strategies of captive network in developing countries at global outsourcing system:Based on a comparative survey GVC and NVC[J].China Industrial Economy,2007(5):39-47. [2] Leonard-Barton,D.Core capabilities and core rigidities:A paradox in managing new product development[J].Strategic Management Journal,1992,13(8):111-125. [3] 刘海建, 李虎, 孙容容.竞争能力惰性、决策失灵与企业衰败[J].南京大学学报, 2012(6):144-157.Liu Haijian,Li Hu,Sun Rongrong.What keeps a business declining? [J].Journal of Nanjing University(Philosophy,Humanities and Social Sciences),2012(6) :144-157. [4] Levitt, B.,and March,J.G.Organizational learning[J].Annual Review of Sociology,1988, 14:319-340. [5] 蒋建华, 刘程俊, 蒋天颖.组织与组织绩效关系的Meta分析——基于测量因素、情境因素的调节作用[J].科研管理, 2014(8):117-125.Jiang Jianhua,Liu Chengjun,Jiang Tianying.The meta-analysis on the relationship between organizational learning and organizational performance based on moderating effects of measuring and situational factors[J].Science Research Management,2014(8):117-125. [6] 焦豪.双元型组织竞争优势的构建路径:基于动态能力理论的实证研究[J].管理世界, 2011(11):76-91.Jiao Hao.The road to establishing the competitive advantage of the dual type of organizations:Founded on a case study theory of the dynamic capabilities[J].Management World,2011(11):76-91. [7] 杨桂菊.代工企业的转型升级:演进路径的理论模型——基于3家本土企业的案例研究[J].管理世界,2010(6):132-142.Yang Guiju. The transitional upgrading of OEM:The theoretical model of the evolutional channel——a case study based on three local enterprises[J].Management World,2010(6):132-142. [8] 俞荣建, 文凯.揭开GVC治理“黑箱”:结构、模式、机制及其影响——基于12个浙商代工关系的跨案例研究[J].管理世界, 2011(8):142-154.Yu Rongjian,Wen Kai.Revealing the "black-box" of the GVC governance:The structure,the model and the mechanism and its impact:a trans-case study based on the OEM relationship of 12 merchants in Zhejiang province[J].Management World,2011(8):142-154. [9] 吴斯丹, 毛蕴诗.代工企业-国外品牌客户的竞合关系与绩效研究[J].科研管理, 2014(7):91-98.Wu Sidan,Mao Yunshi.An analysis on the co-opetition relationship between subcontracting manufacturers and foreign branding buyers and their performance[J].Science Research Management,2014(7):91-98. [10] 冯军政, 刘洋, 魏江.如何驱动不连续创新:组织学习视角的案例研究[J].科研管理, 2013(4):24-33.Feng Junzheng,Liu Yang,Wei Jiang.How to motivate discontinuous innovation:A case study from the perspective of organizational learning[J].Science Research Management,2013(4):24-33. [11] Eisenhardt, K.Building theories from case study research[J].Academy of Management Review, 1989, 14(4):532-550. [12] Burgelman,R.A.Process model of internal corporate venturing in the diversified major firm[J].Administrative Science Quarterly, 1983,28:223-244. [13] Gilbert, C.Unbundling the structure of inertia:Resource versus routine rigidity[J].Academy of Management Journal, 2005, 48(5):741-763. [14] March,J.,and Simon,H.1958.Organizations[M].New York:Wiley. [15] Levinthal,D.A.,and March,J.G.The myopia of learning[J].Strategic Management Journal, 1993,14:95-112.