财务柔性影响企业创新绩效吗——基于动态能力的中介作用北大核心

创新是企业高质量发展的重要手段,然而创新活动不确定性对企业财务资源的配置提出了更大的挑战,财务资源的灵活配置是企业创新成功的关键。在界定财务柔性内涵的基础上,将财务柔性细分为财务资源柔性和财务协调柔性,进一步分析财务柔性、动态能力与创新绩效的关系。运用高新技术企业的调研数据,实证检验财务柔性对创新绩效的影响以及动态能力在财务柔性与创新绩效关系之间的中介作用,结果显示,财务资源柔性和财务协调柔性显著影响创新绩效,财务资源柔性和财务协调柔性对动态能力两个维度有着明显的促进作用,相对财务资源柔性,财务协调柔性对企业创新绩效和动态能力的影响更大。动态能力两个维度在财务柔性和创新绩效的关系间具有部分中介作用,相对财务资源柔性,财务协调柔性更依赖于动态能力的中介作用。     

企业家精神对创新绩效的影响——数字化能力的中介作用与组织韧性的调节作用

企业家精神是推动新时代企业数字化转型,提升数字化能力,进而实现持续创新的关键因素。基于企业能力理论,探索数字化能力（核心竞争力）、组织韧性（动态适应力）视角下企业家精神对创新绩效的影响机制。以作为国际科技创新中心的北京市部分高精尖企业为样本,通过266份问卷调查数据进行实证检验。研究结果表明：企业家精神对创新绩效具有显著正向影响,数字化能力在企业家精神与创新绩效之间具有中介作用,组织韧性在企业家精神和数字化能力、企业家精神和创新绩效之间具有调节作用,组织韧性调节了数字化能力在企业家精神和创新绩效之间的中介效应。研究结论为数字经济背景下充分发挥企业家精神对创新绩效的积极影响,推动新时代高精尖企业高质量发展提供重要支撑。     

平衡计分卡非财务绩效影响财务绩效的机理研究——基于ZZ药业的案例

本文通过对ZZ药业进行访谈以及实地调研,收集到大量与ZZ药业平衡计分卡(BSC)项目相关的访谈资料、观察记录、文档资料。将收集来的资料进行编码,归纳出了ZZ药业平衡计分卡非财务绩效、组织变革、财务绩效、平衡计分卡非财务绩效与组织变革关系、组织变革对财务绩效影响5个类别的量表。通过对5个类别的量表进行分析,验证了"平衡计分卡非财务绩效影响组织变革,组织变革影响财务绩效"这一命题,提出了平衡计分卡非财务绩效与财务绩效的传导模型。本文最后介绍了ZZ药业成功实施平衡计分卡的要素,为其他企业实施平衡计分卡提供借鉴。     

ESG表现、动态能力与企业创新绩效

基于“双碳”背景，绿色转型如何引领和助推企业创新绩效提升已成为学界和业界广泛关注的一项重要研究议题。以2010～2021年沪深A股上市公司数据为研究样本，探究ESG表现对企业创新绩效的影响及其作用机理。研究结果表明：ESG表现及其三个维度均会对企业创新绩效起到促进作用；动态能力在ESG表现与创新绩效之间发挥中介效应；ESG表现对企业创新绩效的影响具有持续性，但该种影响会随着时间的推移逐渐降低。进一步分析发现，ESG表现与企业创新绩效之间的正向关系在非国有企业、高新技术企业以及非重污染企业中更加显著。     

企业数字化转型、动态能力与创新绩效

在数字经济时代下,对企业数字化转型提升创新绩效的效应与作用机理进行讨论很有必要。基于技术创新理论和动态能力理论,采用文本分析法构建2010～2020年企业数字化转型指数,实证检验企业数字化转型如何影响创新绩效,并将动态能力细分为创新能力、吸收能力、适应能力,探讨其中介效应,总结出“企业数字化转型——动态能力——创新绩效”这一作用路径。主要结论如下：企业数字化转型对创新绩效具有显著促进作用,通过多种稳健性检验后,研究结论依旧可靠;企业数字化转型正向影响动态能力——创新能力、吸收能力、适应能力,且三者在企业数字化转型与创新绩效之间发挥着显著中介作用。进一步研究发现,在低市场化程度下,企业数字化转型对创新绩效的促进作用更加显著。研究结论为企业数字化转型促进创新绩效的内在机理研究提供了微观证据,为企业推动数字化转型、发展动态能力、提升创新绩效提供了明确启示。     

战略柔性、突破性创新与企业绩效关系研究——基于环境不确定性及组织合法性的调节效应

本文旨在分析战略柔性、突破性创新与企业绩效之间的关系,以及环境不确定性和组织合法性分别在战略柔性与突破性创新,突破性创新与企业绩效关系中的调节作用。通过以362家高新技术企业为研究对象进行调查,采用SPSS19.0软件对数据进行统计分析,结果发现:战略柔性(资源柔性、能力柔性)对突破性创新具有显著影响,突破性创新直接显著影响企业绩效。市场不确定性正向调节战略柔性与突破性创新的关系,技术不确定性仅正向调节资源柔性与突破性创新之间的关系,组织合法性正向调节突破性创新与企业绩效之间的关系。最后,探讨了研究结论的管理启示以及未来的研究议题。     

管理层过度自信对集群企业协同创新绩效的影响

近年来,关于管理层过度自信在企业创新中的作用受到学界广泛关注,本文重点研究管理层过度自信、多重网络嵌入与集群企业协同创新绩效之间的内在逻辑关系。基于312份集群企业调查问卷发现:管理层过度自信对集群企业协同创新绩效存在复杂影响机制,过度估计和过高定位负向影响协同创新绩效;过度估计通过关系嵌入和知识嵌入影响协同创新绩效,过高定位则通过结构嵌入和知识嵌入影响协同创新绩效;企业动态能力负向调节关系嵌入与协同创新绩效的关系,正向调节结构嵌入和知识嵌入与协同创新绩效的关系。因此,在设计集群企业协同创新机制时,应充分考虑管理层过度自信的非理性影响,引入过度自信评估机制和风险预警机制,提升管理层在协同创新网络中的位置和动态能力建设,从而制约管理层过度自信的潜在风险。     

企业规模、技术能力间的假设关系研究

文章主要从研究企业规模、技术能力与创新模式选择的关系入手,提出了企业规模与技术能力之间的关系、企业规模与创新模式之间的关系、技术能力与创新模式之间的关系、技术能力与企业绩效之间的关系、创新模式与创新绩效之间的关系假设,并运用运用AMOS构建了企业规模、技术能力与创新模式选择间关系的统合模型。     

人力资本与企业创新绩效的关系研究——基于网络视角

文章以软件企业为研究对象,导入网络能力和网络学习这两个中介变量,探讨网络视角下的人力本与创新绩效。结果表明,企业家人力资本对创新绩效有直接的正向影响,同时也通过影响网络关系能力间接地影响创新绩效;管理型人力资本通过网络经营能力、网络关系能力和知识整合这三条路径间接地对创新绩效产生积极的影响;研发型人力资本通过网络关系能力和知识获取、知识整合这三条路径间接对创新绩效产生积极的影响。     

双重网络嵌入与跨国公司创新动态能力的协同演进——基于知识流动的系统动力学仿真

基于知识流动的系统动力学方法,定量并模拟分析了跨国公司在嵌入本土和海外创新网络的协同演进动态能力,结果显示:跨国公司创新绩效取决于其创新动态能力与全球创新网络嵌入动态能力,两者的协同演进路径为,跨国公司创新动态能力→本土创新网络嵌入→海外创新网络嵌入→海外知识内化→创新绩效→跨国公司创新动态能力.随着跨国公司创新嵌入的深入,其创新绩效驱动三要素中,本土创新和海外创新网络嵌入对跨国公司创新绩效提升均有边际递增效应,同时嵌入战略、本土国家的制度和东道国的制度对跨国公司创新动态能力都存在显著影响,但影响的差异较大.     

Building dynamic capabilities in product development: How do contextual antecedents matter?

This paper contributes to elucidate the nature, antecedents and outcomes of dynamic capabilities in product development. Building on the organizational context literature, the paper uses an input–process–output framework to argue that a context characterized by a combination of autonomy, performance management, support and trust facilitates dynamic capabilities for continuous product development. Further, dynamic capabilities shape product development competences. Empirical evidence is provided by performing survey research with data collected from 80 product development efforts developed in Spain. The paper includes conclusions, limitations and future research potentials for those with an interest in supporting dynamic capabilities.     

Entrepreneurship and Dynamic Capabilities: A Review,Model and Research Agenda*

abstract The emergent literature on dynamic capabilities and their role in value creation is riddled with inconsistencies, overlapping definitions, and outright contradictions. Yet, the theoretical and practical importance of developing and applying dynamic capabilities to sustain a firm's competitive advantage in complex and volatile external environments has catapulted this issue to the forefront of the research agendas of many scholars. In this paper, we offer a definition of dynamic capabilities, separating them from substantive capabilities as well as from their antecedents and consequences. We also present a set of propositions that outline (1) how substantive capabilities and dynamic capabilities are related to one another, (2) how this relationship is moderated by organizational knowledge and skills, (3) how organizational age affects the speed of utilization of dynamic capabilities and the learning mode used in organizational change, and (4) how organizational knowledge and market dynamism affect the likely value of dynamic capabilities. Our discussion and model help to delineate key differences in the dynamic capabilities that new ventures and established companies have, revealing a key source of strategic heterogeneity between these firms.     

Organizational capacity for change and firm performance in a transition economy

This study explored some human resource and human systems' aspects of the competitive dynamics for firms attempting to survive and prosper within Russia, a highly volatile transition economy. Overall, this study adds to our understanding of international strategic human resource management, dynamic capabilities, and the generation of competitive advantage within transition economies.

We found that a relatively new construct derived from the dynamic capabilities and organizational change literatures, known as ‘organizational capacity for change,’ is positively associated with firm performance within a wide variety of Russian firms. Furthermore, we find that the relationship between organizational capacity for change and firm performance is stronger when there are relatively high levels of uncertainty with the task environment. Finally, we found that organizational capacity for change is an important attribute in all sizes of organizations, not just for large organizations as hypothesized.     

企业动态能力的演变研究——基于特变电工持续成长的案例

企业成长是形成动态能力以适应环境变化的过程,在企业成长的不同阶段,决定企业成长的动态能力会呈现出演变的特征.本文在回顾企业成长阶段理论和动态能力理论相关研究的基础上,提出了企业动态能力的七个构成要素:技术能力、辨识和把握机会能力、组织能力、资源整合能力、学习与创新能力、战略能力、变革能力,并提出了动态能力随着企业成长阶段演变的模型,最后,以特变电工为典型案例,分析了企业成长阶段与动态能力演变的关系.     

Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach

How do organizations previously dominated by the state develop dynamic capabilities that would support their growth in a competitive market economy? We develop a theoretical framework of organizational transformation that explains the processes by which organizations learn and develop dynamic capabilities in transition economies. Specifically, the framework theorizes about the importance of, and inter‐relationships between, leadership, organizational learning, dynamic capabilities, and performance over three stages of transformation. Propositions derived from this framework explain the pre‐conditions enabling organizational learning, the linkages between types of learning and functions of dynamic capabilities, and the feedback from dynamic capabilities to organizational learning that allows firms in transition economies to regain their footing and build long‐term competitive advantage. We focus on transition contexts, where these processes have been magnified and thus offer new insights into strategizing in radically altered environments.     

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view.     

External corporate venturing modes as new way to develop dynamic capabilities

Today, firms encounter scarce resources and rapid technology change which render formerly successful business models obsolete. Research shows that some firms perform better than others in continuously discovering, evaluating, and exploiting opportunities in volatile environments and that this is dependent on firm’s dynamic capabilities. Besides obtaining dynamic capabilities through internal R&D activities, firms have open up their innovation process to pursue dynamic capabilities outside their organizational boundaries through external corporate venturing by accessing startup's technological capabilities necessary to innovate. External corporate venturing is a means to develop new distinctive capabilities and businesses by exploring and exploiting business opportunities outside a firm’s existing boundaries. Drawing on the dynamic capability literature, we use a multiple case study approach to examine the contribution of external corporate venturing to firms’ dynamic capabilities. Our results reveal that firms indeed use corporate venturing to identify and exploit startup’s technological knowledge and competencies to increase firm’s dynamic capabilities. But our empirical data also shows that not every firm is fully profiting from all dynamic capability phases as their corporate venturing modes are not linked with each other and cumulative effects are not realized.     

Identifying the moderating influences of external environments on new product development process

Few studies have attempted to investigate the following: (1) whether the firm's core capabilities or resources and routines (e.g., integration among functions) for product development, in the presence of environmental dynamics, become incumbent inertia or core rigidities? and (2) how environmental dynamics affect the influence of a project team's implementation capabilities in the new product development (NPD) process on new product launch performance? This study approaches these questions by addressing the three most indispensable NPD process components (i.e., marketing, technology, and organization) and incorporating new moderators, namely pace of technological change and competitive intensity, within a single study. It specifically examines the extent to which the latter two external environmental variables moderate the impact of NPD practices on new product launch outcome. Data obtained from a survey of NPD projects developed and launched by Korean manufacturers suggest that environmental dynamics would reduce the contribution of functional-specific sources of advantage (resources) and project-specific sources of advantage (e.g., integration among functions) to organizational implementation capabilities (i.e., a project team's proficiency in executing NPD activities). Moreover, the research also shows that market dynamics may increase the contribution of organizational implementation capabilities to NPD project performance.     

Organizational adaptation to disruptions in the natural environment: The case of climate change

Dynamic and intensified changes in the global ecosystem result in significant disruptions to the natural environment. One of the most prominent examples of this is climate change and the resulting natural disasters. As firms are embedded within the natural environment, they need to adapt to any environmental disruptions that transpire. Using Swiss and Austrian electric utilities as case studies, this paper empirically explores the underlying organizational capabilities necessary to enable adaptation to climate-related disruptions to a firm's resource supply, production processes, and product distribution. Through a case- and literature-based iterative process of analytical induction, three organizational capabilities are derived: climate knowledge absorption as an essential information generating and internalizing capability, climate-related operational flexibility as a short-term adjustment capability, and strategic climate integration as a long-term, innovation-focused capability.     

Technological capabilities,resilience capabilities and organizational effectiveness

Abstract

Previous research has defined resilience as a desirable characteristic for an organization and its members to possess when circumstances adversely change. Resilience is analysed through different perspectives as organizational responses to external threats, organizational reliability or employee strengths. However, the role of resilience in enhancing organizational effectiveness is not fully understood. Grounded in organizational ambidexterity, the current research tests the value of resilience capabilities developed through specific Human Resource Practices (HRPs) in the context of ever-changing market conditions. This paper argues that as well as technological capabilities, HRPs that build resilience within an organization are needed to successfully implement technological change. Resilience capabilities are a mediating factor between technological capabilities and organizational effectiveness, whilst environment dynamism and competitive intensity are moderators of this relationship. Using a primary sample of 205 manufacturing firms, a model is presented and tested using Structural Equation Modelling. The results reinforce the importance of HRPs in building resilience which helps firms to continuously adjust to change and subsequently enhance their organizational effectiveness.