学习型战略联盟:企业知识的创新与外溢

战略联盟是一种全新的现代组织形式.由于知识的特殊性,使知识交易存在市场失灵现象,企业为了转移和学习知识建立学习型联盟.不同学习联盟类型与不同的学习方式相关,我们区分了三种学习方式,探讨了与之相适应三种学习型战略联盟类型.并进一步指出学习型战略联盟的知识创新和学习竞赛导致的知识的外溢问题.     

迈过“中等收入陷阱”的战略选择

如何在快速发展中越过中等收入陷阱,是一个重大的理论和实践问题,也是一个关乎我国经济长期增长前景的大问题。鉴于这是中国必须面对的巨大挑战,在经济发展与转型的重要战略时期,有必要进行深入探讨、提出应对措施,充分挖掘我国自身发展潜力,跨越中等收入陷阱。     

基于战略地图的煤炭企业运营管理创新

煤炭黄金10年终结,如何深挖内部运营潜力,保障战略目标实现,成为摆在煤炭企业面前一个极具挑战性的课题。阐述了战略地图内涵和特点,煤炭企业引入战略地图的重要意义,基于战略地图来思考创建内部运营关键绩效指标体系,探索煤炭企业创新商业模式、保障战略目标实现的有效途径。     

产业技术创新战略联盟发展的国际经验与启示

随着经济全球化不断向纵深发展以及市场竞争的日趋激烈,科技创新正逐渐取代传统生产要素成为企业发展最重要的核心资源,但受资金、科技人才、研发平台等资源限制,单个企业或者企业间合作很难在创新方面有实质性突破,亟需一种可以充分调动各方积极性和充分利用各种创新资源的科技创新团队,而基于产学研战略联盟发展起来的产业技术创新战略联盟,不仅可以引导创新要素向企业集聚,还可以提升产业核心竞争力,备受各国关注和青睐。目前,国外企业越来越重视利用产业技术创新战略联盟应对技术创新环境的变化,通过产业技术创新战略联盟有效地实现联合技术创新,成效显著。基于此,通过对日本、美国、欧盟的产业技术创新战略联盟发展成效进行深入剖析和总结,以期其先进做法对我国产业技术创新战略联盟发展有所启示。     

以营销信息化 推进管理变革与创新

营销业务及管理的信息化，不仅是当前电网营销技术进步与创新的核心，而且是电网企业落实科学发展观、实现集约化经营的重要手段和工具，是实现管理创新、服务创新、文化创新的重要载体和推动力，也是南方电网公司实现“经营型、服务型、一体化、现代化的国内领先、国际著名企业”战略目标的重要支撑和保障。     

从理论演进看管理模式创新

“以史为鉴,可以知兴衰”。管理学是人类历史上最伟大的发现之一,虽然它兴起至今不过百年历史,真正进入国内更是只有短短20余年,但纵观百年管理理论的风云变幻,展望未来管理模式的创新趋势,无疑能使企业更积极、更主动、更清醒地面对日益激烈的竞争和挑战。     

开拓创新 奉献名牌——访中国石化集团江汉石油管理局第三机械厂厂长黎明

中国石化集团江汉石油管理局第三机械厂（以下简称三机厂）总部坐落于九省通衢之都武汉市风景秀丽的东西湖区吴家山国家级台商投资开发区,占地面积近6万m^2。     

Strategic Innovation and the Administrative Heritage of East Asian Family Business Groups

Using the case of Chinese Family Business Groups (FBGs) in East Asia, this paper examines the relationship between the strategic behaviour exhibited by an organisational form and it's administrative heritage. To do so, we trace the origins of the strategic behaviour that scholars commonly attribute to FBGs to the environmental conditions prevailing during their emergence in the turbulent post-Colonial era of East Asia. We explain how fundamental changes brought about by shifts in the post-Cold war environment of East Asia have confronted FBGs with new opportunities and organising imperatives which their administrative heritages have left them ill-equipped to deal with. In concluding, we explain how the lack of fit between a dominant organisational form and contemporaneous environmental conditions may have significant implications for the organisations themselves and the economies whose landscapes they dominate.     

Interfirm Innovation under Uncertainty: Empirical Evidence for Strategic Knowledge Partitioning*

This paper analyzes how uncertainty and life‐cycle effects condition the knowledge boundary between assemblers and suppliers in interfirm product development. Patents associated with automotive emission control technologies for both assemblers and suppliers are categorized as architectural or component innovations, and technology‐forcing regulations imposed by the government on the auto industry from 1970 to 1998 are used to define periods of high and low uncertainty. Results confirm that suppliers dominate component innovation whereas assemblers lead on architectural innovation. More importantly, when facing uncertainty firms adjust their knowledge boundary by increasing the knowledge overlap with their supply‐chain collaborators. Suppliers clearly expand their knowledge base relatively more into architectural knowledge during such periods. But assemblers' greater emphasis on component innovation in periods of greater uncertainty is only true as a relative deviation from an overall trend toward increasing component innovation over time. This trend results from an observed life‐cycle effect, whereby architectural innovation dominates before the emergence of a dominant design, with component innovation taking the lead afterward. Thus, for assemblers life‐cycle effects may dominate over task uncertainty in determining relative effort in component versus architectural innovation. This work extends research on strategic interfirm knowledge partitioning as well as on the information‐processing view of product development. First, it provides a large‐scale empirical justification for the claim that firms' knowledge boundaries need to extend beyond their task boundaries. Further, it implies that overlaps in knowledge domains between an assembler and suppliers are particularly important for projects involving new technologies. Second, it offers a dynamic view of knowledge partitioning, showing how architectural knowledge prevails in the early phase of the product life cycle whereas component knowledge dominates the later stages. Yet the importance of life‐cycle effects versus task uncertainty in conditioning knowledge boundaries is different for assemblers and suppliers, with the former dominating for assemblers and the latter more influential for suppliers. Finally, it supports the idea that architectural and component knowledge are critical elements in the alignment of cognitive frameworks between assemblers and suppliers and thus are key for information‐exchange effectiveness and resolution of task uncertainties in interfirm innovation.     

灵谷化工集团提升技术创新能力的策略分析

灵谷化工集团有限公司作为最早一批进行大化肥生产建设的企业,目前已发展成为中国氮肥制造的明星企业。近十年来集团进行了多次重大技术改造,采用国内外先进生产工艺,在技术创新发展上取得了一定的成绩。文章在总结灵谷化工集团有限公司技术创新经验的基础上,发掘其在技术创新问题上的不足,并提出提升其技术创新能力的对策。此举,对于广大化工企业提升技术创新能力上具有指导意义。     

江苏战略性新兴产业开放创新平台建设研究

产业创新平台建设是我国发展战略性新兴产业的重要举措,文章在阐明创新平台本质和特征的基础上,概括了江苏省战略性新兴产业发展状况,分析了产业创新平台建设运营情况及存在的问题,进一步探讨加强产业创新平台建设的策略。     

创新用人机制为改革用工制度助力

在当前的国有企业改革中,人事制度改革的难度不可低估.电力企业要步入现代企业人事制度的良性轨道,需要解决传统人事制度中的若干个难题.本文试图对现行用工制度的难点进行剖析,从中得到一些启示.     

Investigating the Drivers of Innovation and New Product Success: A Comparison of Strategic Orientations*

The notion of producing innovations and achieving new product success has received a great deal of attention. Though many have investigated these effects in marketing and various fields within management, there has been little cross‐fertilization between fields of study to explain the basis for this superior performance. Though research has examined the resource‐based view (RBV) and market orientation individually, none has evaluated and compared their effect on firm innovation and new product success in one study. Furthermore, although empirical work has been conducted between market orientation and organizational learning, comparatively less research has been conducted to evaluate the relationship between organizational learning and the RBV to examine their combined effects on a firm's ability to innovate and succeed. Subsequently, the purpose of the present article is to investigate whether a focus on the customer (i.e., market orientation) or the firm (i.e., RBV) will drive the ability to (1) innovate within the firm and (2) succeed in terms of new product success, financial performance, market share, and customer value. The present article examines the relationship between organizational learning and the RBV and market orientation. It presents an empirically testable framework that investigates the relationship that RBV and market orientation have with performance outcomes. Data were collected from 249 senior executives. LISREL was applied to evaluate the relationships. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. Findings show that organizational learning is strongly associated with market orientation, which in turn impacts various performance outcomes including customer value. The RBV had a significant relationship with new product success. These results suggest that managers seeking innovation and new product success should focus less on the provision of customer value. Instead they should look toward developing their resources within the firm, including investing in human resources, to ultimately provide value to the firm. Findings indicate that this unique offering—innovations—will have an indirect effect on customer value and financial performance. In contrast, those in pursuit of positive financial performance and customer value should focus on the development of market orientation. Even though this will not necessarily lead to the development of innovative processes and new product success according to the present study, this approach may lead to a greater market share in the long term. This article reviews theoretical and managerial implications in more depth, providing an impetus for further research.     

Learning to Reduce Interorganizational Learning: An Analysis of Architectural Product Innovation in Strategic Alliances*

There is wide agreement in analyses of strategic alliances that, regardless of the purpose of the alliance, members of the partner organizations should engage in intensive mutual learning to make the alliance a success. In contrast to this view, the present article shows that in strategic alliances aimed at product innovations by recombining partners' extant technologies, learning between specialists can be reduced considerably without jeopardizing success. This is made possible through four interconnected mechanisms integrated into the concept of transactive organizational learning (TOL): (1) modularization, which allows specialists of different domains to develop modules to a large extent independently of each other and to concentrate communication between themselves on the design of interfaces between modules; (2) storing of knowledge in artifacts instead of in organizational members' memories; (3) localization of knowledge not present in the project team but for which a need has arisen through transactive memory; and (4) knowledge integration by prototyping (i.e., by repeated testing of modules and of interactions between modules until a satisfactorily working end product is achieved). Although these four mechanisms reduce the need for cross‐learning between specialists of different domains, some common knowledge and some cross‐learning between the partners' specialists is still required. Case studies on four of SAP's strategic alliances for product innovation with different partners lend empirical support to this study's concept. The article concludes with implications for practice: Companies should find out whether the TOL mechanisms that reduce time to market are present, to what extent their potential is exploited, and how well they work together.     

区域技术创新与战略性新兴产业成长耦合发展研究

战略性新兴产业是国家基于现有优势、国际形势而选择的对国民经济发展具有战略意义的产业,技术创新是一种成长与竞争实力的体现,它是战略性新兴产业发展的最重要的动力之一,研究两者之间的关系,对探讨如何促进、加速我国技术创新,加快发展战略性新兴产业及经济的发展具有十分重要的意义。本文从区域技术创新与战略性新兴产业的关系文献研究入手,探讨了耦合系统的特征、耦合内容、耦合过程,构建了耦合系统耦合模型,最后以28个区域的电子信息产业为例,对模型进行了实证分析。     

Innovation Games: Creating Breakthrough Products through Collaborative Play by Luke Hohmann

Books reviewed in this issue:

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  Innovation Games: Creating Breakthrough Products through Collaborative Play