基于组织结构创新的企业创新分析

本文以企业创新为目标,以分析组织结构创新为切入点,提出了企业创新与企业组织结构创新的关系模式,探讨了如何利用企业组织结构创新来有效的促进企业创新。     

我国企业研发组织模式创新研究：分类、现状与趋势

面对日益激烈的市场竞争,企业要建立核心竞争优势,其研发创新必不可少。研发组织模式的选择在研发环节中扮演着至关重要的角色,它直接关系到企业的研发绩效和创新潜力。本文从研发组织形态、研发组织结构以及技术资金来源及投入三个维度对企业研发组织模式进行探索,并面向北京市中关村高新技术示范区内的企业展开访谈及问卷调查,分析了研发组织模式的发展现状及创新趋势。     

广西科技型企业技术创新外部组织模式及其策略选择

技术创新是科技型中小企业生存和可持续发展的原动力。企业技术创新一般有独立创新和合作创新2种外部组织模式。企业外部组织模式就是企业处理技术创新中的外部关系的一种组织形式,是企业技术发展战略的重要内容。文章通过分析广西科技型中小企业技术创新的现状和科技型企业技术创新外部组织模式的现状及发展趋势,构建广西科技型中小企业技术创新外部组织模式选择模型,提出广西科技型中小企业技术创新外部组织模式动态选择策略。     

企业产品创新的并行流程:基于决策过程理论的分析

本文从决策过程角度,指出了企业产品创新串行模式的缺陷,提出产品创新的并行流程模式并阐述了与该模式相关的企业组织创新方面的内容。     

组织学习对企业价值创新战略的效用模式研究

文章以组织学习为基础,从价值创新的五维度,构筑了基于组织学习的企业价值创新的效用模式,并指出组织外学习能够影响战略管理者的心智模式并对组织外环境的变化做出快速响应,它是企业价值创新的基础;组织内学习能够影响组织内知识共享机制、组织惯性和团队合作方式以保证组织内培育的特异性知识与组织的外部环境相匹配,它是企业价值创新的保证。     

基于技术创新视角的科技型中小企业外部组织模式选择

以企业技术创新中技术的外部性和差异性两个影响因素作为参数,探讨两者对企业技术创新中选择外部组织模式的决策影响,认为当技术存在高外部性和低差异化程度时,企业最可能选择独立创新的外部组织模式;当技术存在低外部性和高差异性程度时,企业最可能选择合作创新的外部组织模式。     

国外企业协同进化理论新成果

<正>20世纪90年代后期,鲍姆、迈克莱温、莱温和凡布达等人提出企业协同进化理论应对复杂多变环境下的企业经营,该理论以目前在关于新的企业模式、企业网络联盟、创新管理、跨国公司、知识和竞争优势、组织学习等领域取得了一系列新成果。1.关于新的企业模式。传统上大多数研究往往关注主流的M型组织的重组和转型。例如艾尔德里奇等人提出新企业组织模式是由行业的新进入者的企业家行为产生的,而熊彼特、图滋曼和安德森等认为新的企业组织模式取决于产业的技术破坏型创新的     

连锁零售业冷链物流管控模式创新研究

冷链物流管控模式创新是连锁零售企业实现低温食品安全目标的重要途径。在分析连锁零售企业冷链物流管控模式创新的必要性基础上,文中提出了冷链物流管控模式创新内涵和特征,并从理念、组织结构、技术、流程、人力管理五个方面概括了冷链物流管控模式创新的方法和内容,结合冷链物流管控模式创新在上海可的便利店有限公司的实践,说明了评价冷链物流管理模式创新的经济效益和社会效益指标。     

企业竞争力源泉初探

现代企业组织面临着急剧变化的经营环境,为了适应组织环境的不断变化,实现企业的生存和发展,企业有必要做出适当的反应,即做出创新活动。组织创新是指企业为适应外界环境的变化,对组织结构形式和运行模式进行调整,从而提高组织效率,获得更高利益的一种行为。一、企业组织创新对企业竞争力的影响企业生存和发展的基础就在于其获取利润的能力。为了适应不断变化     

中小企业技术创新模式探讨

企业的创新模式及其选择是与企业的竞争战略、生产技术能力和组织管理特征密切相关的,企业可以通过不同创新模式发展阶段进行动态管理,以便在市场竞争中和技术竞争中立于不败之地。中小企业技术创新的模式决定和统帅中小企业技术创新行为。     

组织智能及其对组织创新的影响

为了实现组织更好地发展,首先,分析了组织智能的涵义和特征;构建了组织智能模型,包括成员聪明和过程聪明两部分;提出了组织创新四维模型。其次,主要从管理创新、制度创新、技术创新和知识创新四个方面探讨了组织智能对组织创新的影响,分析了组织智能研究的应用前景。     

Exploring preconditions for open innovation: Value networks in industrial firms

The open innovation model embraces the purposive flow of internal and external ideas as a foundation for innovation and network formation. While the open innovation paradigm has been successfully applied in high-tech settings, there is a lack of research on adopters of open innovation in other settings. We describe a case study conducted in a process industry setting, focusing on the LKAB mineral group as it makes a transition from a closed to a more open innovation context by adopting remote diagnostics technology. This process has resulted in the creation of new value networks. By tracing the reasoning behind the organizational transformation and studying the technology used to carry it through, we seek to explore the preconditions for open innovation and provide insight into the role of IT in the process. Our findings show that adoption of the open innovation model is grounded in developing organizational environments that are conducive to innovation, including expertise in creating a culture for knowledge sharing, building a trustful environment, and a resourceful use of IT.     

The distinctiveness of the European tradition in entrepreneurship research

Several previous studies have investigated creativity as an enhancer of innovation, their results showing that there is a positive relationship between the organizational creative climate and innovation. However, no research has been conducted on whether there is a saturation point beyond which an increase in creativity makes innovation performance decrease. In this article, we question the traditional positive relationship between creativity and innovation, and suggest that such a relationship is not linear, but has instead an inverted U-shape due to a saturation effect. We have developed a conceptual model to explain innovation performance considering creativity and network centrality, and it has been tested in the ceramic industrial cluster in Spain. Empirical findings support the inverted U-shaped relationship between creativity and innovation. The implications of these results in relation to creativity and innovation theory and practices are discussed.     

Fostering product innovation in industry networks: the mediating role of knowledge integration

The locus of innovation has shifted from single entrepreneurial firms to groups of networked firms. Inter-organizational cooperation rather than competition to exploit the value of knowledge through new product innovation lies at the heart of the knowledge-based economy. This paper focuses on the phenomenon of network product innovation and the holistic integration of distributed knowledge across organizational boundaries to foster production innovation. A new construct, knowledge integration, is found to have a strong positive impact on new product performance. Resource complementarity, market orientation, and information sharing are three antecedents that positively affect knowledge integration across organizational boundaries. Survey data also suggest that knowledge integration serves as a mediator between the three antecedents and product innovation performance. Managerial implications and future research directions are discussed.     

Business Model Innovation for Sustainability: Towards a Unified Perspective for Creation of Sustainable Business Models

Business model innovation has seen a recent surge in academic research and business practice. Changes to business models are recognized as a fundamental approach to realize innovations for sustainability. However, little is known about the successful adoption of sustainable business models (SBMs). The purpose of this paper is to develop a unified theoretical perspective for understanding business model innovations that lead to better organizational economic, environmental and social performance. The paper examines bodies of literature on business model innovation, sustainability innovation, networks theory, stakeholder theory and product–service systems. We develop five propositions that support the creation of SBMs in a unified perspective, which lays a foundation to support organizations in investigating and experimenting with alternative new business models. This article contributes to the emerging field of SBMs, which embed economic, environmental and social flows of value that are created, delivered and captured in a value network. It highlights gaps for addressing the challenges of business model innovation for sustainability and suggests avenues for future research. © 2017 The Authors. Business Strategy and the Environment published by ERP Environment and John Wiley & Sons Ltd     

信任视角下协同创新网络组织合作伙伴选择与评价

创新协同网络组织通过优势互补协作创新,能加速科技成果的产出和转化。其产出和转化的绩效很大程度上决定于共享网络组织成员间知识共享和知识溢出。在这个过程中,网络组织合作伙伴之间的信任至关重要。基于信任的视角下,合作伙伴关系能缩减成本、增加收益,并加强彼此之间的长期伙伴关系。研究结果表明:声誉、兼容性、品牌影响力、结构保证、开放程度和学习心态是影响创新协同网络组织成员间信任的主要因素。在进行合作伙伴的选择时,则可以从组织环境、知识产出质量系统、业务结构和创新能力等几个方面进行评价。     

How and when matter: Exploring the interaction effects of high‐performance work systems,employee participation,and human capital on organizational innovation

Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed.     

The effect of environmental regulations,top management commitment,and organizational learning on green product innovation: Evidence from automobile industry

This paper proposes and empirically examines a model to investigate the effect of environmental regulations, top management commitment (TMCO) and organizational learning toward green product innovation (GPI). The proposed theoretical model, grounded in dynamic capabilities view (DCV) and upper echelons theory, is analyzed by Partial least squares (PLS) method using the data from Indian automotive manufacturing firms. The findings indicate the importance of TMCO and organizational learning for implementing GPI (in response to regulations), and achieve desired performance. Further, organizational learning fully mediates between commitment of top management and GPI. The findings can be useful for managers in automotive manufacturing firms who are interested toward implementing GPI. The paper contributes to green innovation literature by empirically examining the role of TMCO and organizational learning for GPI.     

利用产业联盟和机制创新打造产业集群核心竞争力——基于齐鲁软件园可持续发展分析

产业联盟是建立在开拓市场、标准制定和共担风险等基础之上的一种有效集群模式,集群内企业能够共享联盟带来的核心竞争力。从网络和价值链两个方面实现机制创新是产业集群升级的必经之路。基于山东产业区位和中国工业化现状考虑,在齐鲁软件园区内部形成纵向和横向的类矩阵制组织结构和临时组织单元,利于外包等国际业务发展。     

Organizational transition management of circular business model innovations

Scholars and practitioners across fields increasingly recognize that business models for the circular economy may be an effective lever for solving ecological persistent problems such as climate change, biodiversity loss, and growing natural resource scarcity. Despite a growing interest in the potential of circular business models, interconnections between the organizational dimensions of firms and their business model innovation processes remain underexplored. Based on problem‐centered expert interviews with business consultants experienced in circular business development, this study creates a conceptual model that offers structured knowledge about why firms steadily reproduce linear BMs and how incumbents manifest themselves as a constant linear‐oriented value creation system. The model also demonstrates organizational conditions and management strategies that frustrate the reproduction of linear BMs and, thus, enable initial moves towards CBM innovation. Building on this, the article provides a set of propositions on how an organizational transition management may be configured and what incumbents require to successfully navigate circular business model innovation. The findings provide a foundation for a contemporary understanding of circular business model transition management, which simultaneously serve as impulses for future research investigations.