基于模块化网络组织的价值流动与创新

模块化网络组织是在价值模块化的基础上形成的一种新型价值创造的组织形式,其内部价值流动过程包括价值的创造、转移、实现和分配四个阶段。引导价值的合理有序流动,既是模块化网络组织治理的重要方面,也是形成网络协同效应、增强模块化网络组织竞争优势的重要途径。模块化网络组织能够通过知识创新实现价值创新,其价值创新机制具有边际收益递增性、顾客参与性和非均衡性等特性。网络组织内部成员企业以自身核心能力要素参与模块化分工和模块化网络组织的价值创新,能够形成网络组织整体竞争优势,共同创造和分享网络租金。     

模块化、企业价值网络与企业边界变动

随着信息技术的发展，传统的集合型价值链发生以价值模块为基础的解构、整合和重建，形成具有差异化竞争优势的模块化价值链。不同企业的价值模块和模块化价值链在共同的界面标准内交叉连接、融合贯通，形成企业价值网络。企业价值网络集聚各成员企业的优势资源，将各能力要素协同在一个无形的网络平台上，通过不同组织模块间的协作、创新和竞争，能够产生新的竞争优势，使成员企业共享模块化经济、增强自生能力。企业价值网络的形成和拓展推动了企业边界的渗透和融合，导致企业有形边界与无形边界的分离。     

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。     

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。     

煤炭企业价值网络分析

煤炭企业价值网络要素主要包括客户、核心煤炭企业(价值网络组织者)、节点企业等,这些构成要素只有在合作的基础上竞争,在重组的基础上创新才能实现网络的增值.而研究重组的可能、合作中的博弈、创新中的冲突是实现网络增值的重要因素.本文在有关文献的基础上就煤炭企业价值网络及特征进行讨论.     

产品价值网络竞争与后发企业追赶策略北大核心

市场环境的复杂引致产品竞争转变为产品价值网络之间的竞争,后发企业的追赶能力依赖于产品价值网络的竞争力。本文基于博弈理论构建了包含后发企业新产品价值网络和在位企业旧产品价值网络的防降价均衡模型。通过数理推导产品价值网络各主体在降价博弈中的行为选择,进而分析后发企业为引导其他主体协同跟进、成功构建和运营新产品价值网络的策略安排。研究表明后发企业应该:(1)提高与模块供应商、互补品提供商的兼容度;(2)提高新旧产品的兼容度;(3)根据市场份额调整产品价格;(4)根据用户规模把控补贴额度和时间节点。研究结论为后发企业通过产品价值网络竞争实现追赶提供了重要见解。最后,结合华为鸿蒙系统案例分析了后发企业追赶策略的实际应用。     

基于组织模块化的价值网研究

在企业所处的商业生态系统中，随着价值链的延伸、分解和网络化，企业的内部网络和外部网络联结起来，形成一个开放的价值网，价值的创造、交换和共享分布在整个网络中。在价值网中，逐渐形成了不同职能、不同层次的组织模块，组织模块化构成了价值网的组织基础。本文的实践意义在于为企业在网络经济中的竞争战略提供指导：企业之间的竞争已演变为其所属的价值网的竞争，企业必须致力于构建基于价值网的竞争能力：模块化能力、控制协调能力、关系管理能力。     

美的转型创造价值——转型创造价值

作为中国白色家电行业的翘楚，美的电器在“为人类创造美好生活”的企业理念背景下，锻造了独具魅力的核心优势和强大的品牌影响力。美的是我国民营企业从家族式治理向现代公司治理进行制度转变，进而推动机制创新、技术创新和战略跨越的成功范例，其案例价值超越了白色家电行业竞争与发展的本身——它见证了一个时代的沧桑巨变，也是我国改革开放历史背景下民营企业通过制度变革实现蜕变、转型和跨越式发展的缩影。     

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。     

数据要素如何产生即时价值：企业与用户互动视角

数据要素价值实现的基础与机制研究在国内外均是一个新话题。区别于数据要素主要特征或潜在价值的研究，本文针对现有研究缺口，借助企业与用户大数据合作资产理论和文献对话，从行动者网络、数字基础设施和制度建构三个维度剖析数据要素即时价值实现基础，从企业主导和用户主导两种情景阐述数据要素即时价值实现机制，提出企业与用户互动视角下数据要素即时价值实现的理论模型，形成对数据要素时效性价值的基础理论创新。本文以SHEIN案例作为实践参照进行理论解释，通过逻辑推演分析与准案例研究的结合，为直播电商、场景化创新、快时尚商业模式等中国企业前沿实践提供了即时价值视角的理论解释。本文为提升商业系统内的数据要素资源配置效率提供理论基础和指导，也为企业提升数据利用效率，激励用户数据化参与、授权和分享数据策略提供管理启示。     

企业商业模式创新的实现方式与演进机理——一种基于价值链创新的理论解释

本文从价值链创新的理论视角对企业商业模式创新的实现方式进行清晰、系统的解释，并根据企业商业模式的不同形成方式对其进行系统分类。此外，本文还对企业商业模式创新的动力及演进机理进行深入的探讨。通过本文的分析．可以了解企业商业模式创新的机理，同时也能够更好地指导我国本土企业进行适当的、有效的企业商业模式创新，从而在激烈的国际竞争中获得较强的竞争优势。     

Exploring proactive market strategies

Proactivity is an important driver of firm performance and for the creation of customer value on business-to-business markets. It is however not entirely clear what it is proactive firms actually do to achieve success. By investigating proactive firms' market strategies, i.e. the sets of activities they perform in order to create superior customer value, a holistic overview of the activities involved in proactive market strategies is provided. Through a case study of five proactive firms, proactive activities are identified. Using three strategic orientations—customer, competition, and innovation orientation—unique proactivity profiles are created, reflecting the patterns in the identified proactive activities. Through these profiles, three overarching proactive market strategies are forwarded: market shaping, customer engagement, and innovation leadership. These are proposed to act as generic proactive market strategies, representing coordinated proactive activities driven by multiple strategic orientations and aimed at creating customer value. These generic strategies help us understand of the role of proactivity in crafting high-performing market strategies by representing different routes to success.     

How does the partner type in R&D alliances impact technological innovation performance? A study on the Korean biotechnology industry

The number of strategic alliances for R&D activities in the biotechnology industry is sharply increasing. Some studies show that each alliance partner type has different alliance motives, resources and capabilities, organizational structures and cultures, and degrees of competition with partners, which can lead to different performances of strategic alliances. In this regard, this study conducts an empirical analysis of the different impact of each type of alliance partner on technological innovation performance and finds the moderating effect of absorptive capacity and potential competition by categorizing strategic alliances for R&D activities in the biotechnology industry into three types: vertical-downstream alliances, vertical-upstream alliances, and horizontal alliances. This study analyzed 206 Korean biotechnology firms and their strategic alliances for a total of 292 R&D activities. The results of the analysis showed that vertical alliances have a positive impact on technological innovation performance, while horizontal alliances have an inverted U-shaped relationship with technological innovation performance caused by the effect of competition. Additionally, it was confirmed that the R&D intensity of biotechnology firms has a moderating effect of increasing the impact of vertical-upstream alliances on technological innovation performance.     

资源型企业的产业创新方向与途径

资源型企业持续发展的根本在于产业创新,产业创新有其基本规律;信息化创新、绿色化创新、生命技术创新是其产业创新的基本方向;产业链延伸、产业竞争规则创新、产业转型是其产业创新的基本途径。     

自主创新的品牌经济学研究

科技开发不是自主创新的目的，而是创建品牌的手段。只有创建新的品类级品牌，我国才能在过剩的市场竞争中摆脱价格竞争，进入良性循环。为此，本文对品牌的经济学属性进行了理论分析，认为在价格一定的情况下，通过提高品牌品类度，采取精确的品牌策略，厂商不仅可以获得盈利的短期均衡，而且可以获得持久的长期均衡。而要提高品类度，关键是采取与对手品牌所在品类相反的分异方向，这就需要在自主创新战略中．实施以品牌品类创新为导向的品牌工程．     

A dynamic perspective on the impact of process innovation upon competitive strategies

The paper lays the foundation for building a dynamic theory of the impact of process innovation upon competitive strategies. An innovation is tracked over two and a half decades to observe changing patterns in competition resulting from ongoing innovation development, emerging complementary technologies, and expanding use. The study finds that the innovation created competitive opportunities and threats for both firms that adopted it and those that did not.     

Product innovation and adoption in market equilibrium: The case of digital cameras

This paper studies the effect of competition on product innovation in the market for digital cameras during the years 1998 to 2001. The analysis is based on a structural dynamic model that is estimated and used to simulate the innovation behavior of firms in counterfactual environments. The model features heterogeneous consumers, who time optimally purchase goods, depending on the expected evolution of the prices and the characteristics of available cameras. On the supply side, firms introduce new camera models and choose their characteristics, accounting for the dynamic value of new products and the optimal dynamic behavior of consumers. The counterfactual simulations imply that an increase in competition in the industry would not have generated better products on average and, depending on the type of competition, would have generated products with lower average quality.     

Does importer involvement contribute to product innovation? The role of export market factors and intra-firm coordination

Relying on insights from resource dependence and information processing theory, this study analyzes the extent to which an importer's involvement influences product innovation at the industrial exporter firm. We consider two modes of involvement, collecting importer's feedback and importer integration in the product development effort. We propose that the relationship between importer involvement and product innovation is contingent upon the level of inter-functional coordination within the development firm, and contextual factors related to the export market. Data were collected from export companies participating in different international business-to-business markets. Results show that firms with high inter-functional coordination achieved higher leverage from importer feedback, but obtain no impact from importer integration in product development (PD). Contextual factors affect the relationship between importer involvement and product innovation: importer feedback affects product innovation in environments with intense competition and low technological turbulence. Importer integration in PD has a significant effect on product innovation in environments with low competitive intensity and high technological turbulence. This study contributes to a better understanding of the conditions that allow an exporter firm to create value through external relationships. Theoretical and managerial implications of these findings are discussed.