基于模块化的银行卡产业价值创新研究：从价值链到价值群

以往关于模块化的应用研究主要集中于制造业,本文是模块化理论在金融服务业应用研究的一次尝试。本文认为,银行卡产业模块化的价值创新机理就在于实现了从价值链向价值群的价值创新系统转变。我国银行卡产业模块化价值创新应该从三个方面着手:一是在产品模块化创新层面,着重银行卡产品设计规则参与、产品创新和服务标准化;二是在企业模块化再造层面,着重银行卡业务组件模块化和组织管理模块化;三是在生产网络模块化层面,着重外包策略和网络联盟在实现模块价值创新中的重要作用。     

产品开发组织超模块化及其对创新的影响——以丰田汽车为案例的研究

本文从产品模块化与组织模块化非对应关系的立论出发,基于对丰田汽车开发系统的典型案例研究,重点探讨了模块化产品开发中超模块组织的性质、成因、结构形态及其在产品创新中的作用。研究发现,模块化产品的开发过程并不一定要采取与之同构的模块化组织形式,相反,以超模块组织来加强开发过程中各任务模块之间的联系,有利于促进整个产品系统的突破性创新。本文将模块化产品开发系统中采用超模块组织形式归结为影响产品系统创新绩效的调节变量,由此深化了对组织模块化结构表现形态及其前因后果的认识。     

模块化在制造企业知识管理战略设计中的应用--我国航空企业国际转包生产的模块化战略分析

本文提出制造业企业应用模块化方法进行战略性知识管理的概念和主要类别。特别针对航空机制造业企业分析模块化方法的适用形式和局限性。飞机制造是介于集成方式和分解方式之间的复杂产品制造体系 ,模块化知识管理有战略意义 ,但也有局限性。研究指出 ,模块化方法仅适用于允许“适度失控”的产品 ,对飞机及发动机等“禁止失控”的复杂产品类型 ,系统集成商会拥有相对高的技术和知识优势 ,而模块制造商的创新空间很小。表现在我国参与飞机转包生产的企业对国外企业的依赖程度高 ;根据实际调查和本文的分析 ,我国企业可以通过通用模块制造技术向专用模块制造技术的过渡 ,逐渐实现有自己知识产权的黑箱型技术资源     

产品模块化：动因、机理与系统创新

本文主要应用经济学基本理论对产品模块化问题做出了尝试性的探讨，并试图沿着产品模块化的“形成动因-运作机理-系统创新”三个方面渐进地展开研究。通过研究．笔者提出了“网络经济效应是产品模块化的基本动因”；“市场交易效率的高低是决定模块化分解程度的重要因素”；“以提高创新效益、降低创新成本的制度创新才是激发产品模块化系统创新效率的根本之道”三个基本命题。并通过数理推导的方式对它们做出了具体论证。     

模块化:系统结构与竞争优势

从物理模块、处理模块到价值模块，联系媒介、标准和性质趋向抽象领域和独立自由；从大型电脑、个人电脑到互联网模块化，硬件模块之间关系通过软件实现模块化，使模块化结构更加开放。模块系统利益结构由规模经济、局部经济与范围经济的对立转向规模经济、差异经济与网络经济的兼容，超级模块化和数码化是其关键；市场竞争、产权保护和金融选择等模块化利益机制推动了企业经营目标、模块化动力和模块创新模式演变。模块化不但有来自模块设计、模块化设计、“行路图”设计和组织模块化设计等自身竞争优势，也有来自数码化、创新文化、科学商业化和政府政策等环境竞争优势。     

基于模块化理论的创意产业集群组织模式和创新研究

运用复杂系统理论和模块理论,从过程、特征两个方面研究了创意产业集群模块化网络组织的生产运行模式,进而探究了创意产业集群模块化网络组织的创新机制,提出模块化组织网络是提高和增强创意产业集群创新效率和创新能力的有效途径,创意企业应充分利用全球模块化生产网络以最大化分享创新收益。     

模块化悖论与模块化战略

模块化不仅是一种创新方法,也是一种战略手段。模块化设计过程是一个包括“决策之决策”、“并行性改进”和“选择之选择”的三个阶段模式,需要相应地支付“沉没成本”、“变动成本”和“周期成本,”并形成了“结构价值”、“试验价值”和“创新价值;”模块化深化完善伴随着三大发展悖论:模块化发展与系统控制悖论、模块化无量纲设计与制造过程模块化悖论以及知识模块化与物理模块化悖论;模块化发展过程孕育着三类战略管理手段:模块化引导战略、模块化控制战略以及模块化匹配战略。模块化贯穿于设计和制造全过程,模块化发展动力根源于设计、制造和消费各自内部以及三者之间战略互动。     

战略性新兴产业突破性技术创新路径研究

战略性新兴产业是典型的创新驱动型产业,重大技术突破是战略性新兴产业持续发展的关键。为此,本文运用模块化理论思想,在对战略性新兴产业突破性技术创新内涵与模块化特征进行分析基础上,构建战略性新兴产业突破性技术创新路径:"外围模块→核心模块"路径、"核心模块→架构规则"路径和"架构规则→核心模块"路径,并以我国高端装备制造业的典型代表——大飞机产业的突破性技术创新为例论证路径的科学性和可行性,为我国战略性新兴产业开展突破性技术创新提供了理论支持和决策参考。     

价值创造视域下民航业服务模块化运行——基于探索性案例分析的视角

本文根植于民航业,对照设定的研究框架,通过探索性案例分析,从分工、集成与界面三维度探究了服务模块化运行中的价值创造问题。研究发现:①无论是"小而精"而使价值裂变的分工,还是"大而全"而使价值捆绑的集成,都是促进民航业服务模块化价值创造的有效方式。②民航业服务模块化分工存在于服务产品模块化、服务流程模块化、服务对象模块化和服务职能模块化四大路径之中,它通过运营效率提高、价值发现、价值创新和服务归核化来实现价值创造;民航业服务模块化集成包括技术型集成、管理型集成、契约型集成和知识型集成四种形态,它通过价值管理来优化价值创造流程和发挥协同效能,进而实现价值创造。本文的结论:打造服务模块之间的界面,提高顾客感知价值和服务模块之间的信息融合度;串接服务模块,打通彼此间的价值传递通道;细化、补给、调整服务价值模块,构建服务模块化价值网络,由价值互动推进价值循环。     

壳体结构的模块化设计方法

利用模块化设计的思想,能够实现产品人性化、简洁化、多样化的设计目标。通过研究以功能为核心的壳体模块划分方法,将模块化设计的方法与壳体结构设计相结合进行对比研究,对壳体各部分结构的功能进行划分和接口设计,分析模块化设计方法在壳体结构设计中运用需解决的关键问题,归纳出壳体结构的模块化设计程序以及不同设计方法对壳体结构设计的意义,从而实现产品的人性化、简洁化、多样化设计,并结合实例分析。     

网络状产业链的价值创新协同与平台领导

在网络状产业链中,创新由分散的模块生产商和互补品生产商独立进行,传统的一体化组织模式不再适用,需要新的创新组织形式。平台领导者通过一系列的策略,协调网络状产业链各参与主体的价值创新行为。本文将防降价均衡(UPE)用于网络状产业链价值创新的动态博弈过程中,揭示平台领导者实现模块标准升级的相关策略与模块和网络等技术参数的匹配关系。平台领导企业通过模块规则的知识产权策略、互补品创新的横向兼容决策、标准升级的纵向兼容决策等,形成封闭策略组合和开放策略组合,协同模块生产商、互补品生产商的行为,实现价值创新协同,通过最终顾客价值的创造,吸引消费者购买新产品,实现标准的升级。     

非均衡条件下技术扩散路径的理论辩争与现实选择——基于辽宁装备制造业的经验性分析

以非均衡条件为背罱,在对比分析“比较优势”和“逆比较优势”的基础上,提出应按照中国（以辽宁省为例）具体的资源禀赋条件,产品、市场结构和区位优势,大力发展和振兴传统产业中的装备制造业。通过对技术引进和技术自主创新经验的分析总结,文章得出了以技术自主创新为主线,以技术创新体系为依托,创建出多元技术进步方式和扩散途径的基本结论。     

模块化产业集群及其组织效率分析

"模块化"为产业集群组织模式创新提供了新的空间.模块化产业集群在价值链形成基础、组织权力结构、协调方式、信息流动、企业竞争方式、知识创新模式和创新能力等方面与传统产业集群存在根本的不同.产业集群模块化的路径是技术模块化、产品模块化、市场模块化及组织模块化的互动.模块化产业集群具有较高的组织效率,主要表现为:以功能模块为单元的创新效率,以设计规则为约束的协调效率,以扁平化的组织结构为特征的信息传递效率,以主动创新为导向的低趋同化效率,以交易费用降低为基础的交易效率,以分工为基础的协作效率.产业集群组织的模块化也会受到来自科技发展水平、产业集群的网络性风险以及模块化系统的运行成本等因素的制约.     

A Retailer's View of Industrial Innovation: An Interview with David Glass, President and CEO of Wal-Mart Stores Inc.

Sales of innovative products are heavily influenced by the role of important channels of distribution. Gerald Udell and Linda Pettijohn interviewed David Glass, the President and CEO of the world's largest retail organization. Their conversation spanned a number of topics of interest to managers of innovation programs: the economic impact of innovation in the consumer sector, the rarity of truly innovative products capable of creating new business categories, difficulties in getting new products developed and produced in the US and the long-term consequences of emphasizing product improvement over product innovation strategies. David Glass challenges us to translate the American spirit of innovation into effective results.     

When to Use Loose or Tight Alliance Networks for Innovation? Empirical Evidence

This study examines the impact of different degrees of organizational coupling among the members of innovation alliance project networks on the commercial performance of collaborative innovations. Specifically, we study how type of innovation (modular vs. architectural innovation) moderates this relationship. Using data from 664 product innovation networks from five different industries in the United States, we find that the degree of organizational coupling among innovation network members significantly affects the commercial performance of collaborative innovations and that the type of innovation has a significant moderating effect. More specifically, the impact on commercial innovation performance of organizational coupling is positive for modular innovations and negative for architectural innovations.     

模块化技术创新网络结点间耦合关系研究

将技术创新网络中的结点企业看做模块化组织，研究它们之间的关系具有现实意义。网络化合作创新的特点要求结点间采用松散的耦合关系。结合价值网络的分析方法，将模块化组织之间耦合的要素分为依赖要素、联系要素和激励要素，建立了技术创新网络结点组织间的三要素（DCS）耦合模型．应用DCS耦合模型研究了核心模块协调型和分散型网络结点组织间的耦合关系，从理论上界定了控制耦合、信息耦合和关系耦合三种耦合方式．为创新网络的有效运作提供了参考。     

The Impact of Product Portfolio Strategy on Financial Performance: The Roles of Product Development and Market Entry Decisions

Innovation is one of the most important issues facing business today. The major difficulty in managing innovation is that managers must do so against a constantly shifting backdrop as technologies, competitors, and markets constantly evolve. Managers determine the product portfolio through key decisions about product development and market entry. Key strategic questions are what portfolio strategies provide the greatest reward. The purpose of this study is to understand the relative financial values of each component of a product portfolio. Specifically, the paper examines the short‐term and long‐term financial impacts of product development strategy and market entry strategy. These strategies reflect two critical tensions that must be balanced in product portfolio decision making and essentially determine a firm's product portfolio. In doing so, the paper also investigates how a firm's capabilities drive each component of a product portfolio. From the empirical analyses in the context of the biomedical device industry, the paper found important insights regarding product portfolio strategies. First, a large product portfolio helps a firm's financial performance. In particular, the pioneering new products have strongest impacts on short‐term performances, and nonpioneering mature products do not provide significant contribution. Second, the results indicate a persistent first‐mover advantage. The first‐to‐market new products yield not only an immediate effect, but also persistent long‐term effects, suggesting that it is important to be first in the market even though there may be short‐term losses. Third, the results suggest the need to balance between “mature” and “new” products. Also, firms need to balance “first‐to‐market” and “late‐entered” products. Because a new or pioneering product requires more resource, it may hurt other products in the portfolio. Thus, without support from mature or follower products, new products and pioneering products alone may not increase firm sales or profit. Fourth, from a long‐term perspective, the paper found that the financial market only rewards a firm's overall capability to deliver new products first in the marketplace. Thus, short‐term performance is mainly driven by product‐level innovativeness, whereas firm‐level innovativeness enhances forward‐looking long‐term performance. Fifth, the paper also found that pioneering new products are driven by integrating both primary and complementary technological capabilities. And nonpioneering new products are mainly driven by the capabilities in primary technology domain. These results provide important insight into the relative value and timing of return on investment in radical versus incremental innovation and alternative market entry strategies. By understanding the performance trade‐offs of these different factors in the short and long term, one can develop better guidelines for optimizing innovation strategies, and their dependence on both external and internal environmental conditions.     

论模块化生产网络的二重性——兼论其对中国企业的影响

理论界对模块化的研究百家争鸣,表明模块化及模块化生产网络存在丰富的二重属性。本文归纳了模块化生产网络的二重性,梳理了这种二重性对中国企业的影响,指出模块化既给中国企业带来了机遇,也构成了挑战。根据模块化生产网络内在的二重性因势利导,通过基于本土需求的产品建构创新来重塑生产网络,是提升中国企业的竞争力、实现产业链工序升级的重要途径。     

Modularity in making: simplifying solution space for user innovation

An increasingly popular form of open innovation in the digital age is ‘making,’ where users innovate across multiple disciplines and make products that meet their needs, using mechanical, electronic, and digital components. These users have at their disposal, a wide solution space for innovation through various modular toolkits enabled by digital‐age technologies. This study explores and outlines how these users simplify this wide solution space to innovate and make tangible products. Following a modularity theory perspective, it draws on case studies of users and their innovations: (1) Users with initial prototype product designs based on the Internet of things (IoT) from a maker event and (2) users with established product designs from the online community platform Thingiverse. The studies found that users reused the design in the form of existing off‐the‐shelf products and utilized digital fabrication and low‐cost electronics hardware as a ‘glue’ to create physical and informational interfaces wherever needed, enabling bottom‐up modularity. They iteratively refined their innovations, gradually replacing re‐used designs with own integrated designs, reducing modularity, and reducing wastage. The study contributes to open innovation and modularity with implications on the design of products and toolkits enabled by the digital age.