零售企业破坏性创新及其制约因素：一个理论框架

自中国零售市场对外开放以来，本土零售企业一直在复制与模仿外资零售企业的道路上艰难前行，虽有发展，但始终无法超越外资零售企业，更无法获得可持续的竞争优势。文章认为，本土零售企业只有走破坏性创新道路才有可能获得长足发展，进而阐述了本土零售企业进行破坏性创新的空间基础和破坏性创新过程，并对阻碍零售企业破坏性创新的因素进行了探讨，这些因素可分为四类：行为采纳障碍、思想障碍、风险障碍、创新过程的先期障碍。     

我国新能源汽车产业破坏性创新的政策支持研究

提高新能源汽车产业创新水平、将新能源汽车产业置于国民经济战略性新兴产业的地位予以支持已成为世界大国博弈的重要命题.文章将破坏性创新理论用于指导我国的新能源汽车产业政策,在公共科技政策分析的基本政策工具框架下,采用内容分析法分析了2009年至今我国新能源汽车产业创新的政策支持体系;对特斯拉汽车成功进行破坏性创新的案例及对我国的启示作了实证研究,进而提出我国新能源汽车产业破坏性创新的政策建议.     

政治关联与企业价值——民营企业与国有企业的比较分析

不同控股股东背景下的企业政治关联的培育动机与成本、关系紧密性等方面存在显著差异,这导致政治关联在民营企业与国有企业的作用机制也存在差异性。本文对中国民营企业与国有企业的政治关联的本质及其功能进行了理论探讨,并基于2006—2010年中国上市公司的数据进行了实证研究。本文得到以下研究结论:①民营企业相对于国有企业更加注重政治关联的建设,它们相对于国有企业也更加倾向于从事创造性生产活动,而国有企业则更加倾向于从事破坏性生产活动。②政治关联对创造性生产活动及破坏性生产活动未产生显著的作用,但这种作用在民营企业和国有企业则存在显著的差异,即民营企业的政治关联引致了破坏性生产活动但遏制了其创造性生产活动,而国有企业政治关联遏制了破坏性生产活动促进了其创造性生产活动。③破坏性生产活动改进了企业的经营业绩,尤其是对于民营企业而言这种破坏性生产活动的积极作用更为显著,而创造性生产活动对经营业绩的贡献在民营企业和国有企业并无显著差异。     

自主创新与创新政策研究的新进展——中国工业经济学会2006年年会学术观点综述

本文对中国工业经济学会2006年年会暨自主创新与创新政策研讨会的主要学术观点进行了综述，涉及创新理论、技术创新、企业组织与创新、产业组织与创新、区域经济发展与创新、创新政策研究、创新案例研究等前沿内容．反映了当前产业经济学研究中关于自主创新与创新政策的新进展。     

如何提升中国管理学研究对实践的贡献——基于管理知识生产传播模型的研究

如何提升中国管理学研究对实践的贡献是管理学术界持续关注的问题，引发了学者们的广泛讨论。本文基于马克思主义认识论，遵循管理学研究“从实践中来、到实践中去”的理念，提出管理知识包括感性具体的经验知识、理性抽象的理论知识、理性具体的应用知识三种类型，进而构建了管理知识生产传播模型，分析了管理知识生产和管理知识传播的若干主要途径。本文利用管理知识生产传播模型指出，模糊管理知识类型且采用单一的研究有用性标准、管理理论研究扎堆且理论创新不足、管理理论知识传播障碍是中国管理学研究对实践贡献弱化的原因。最后，本文对中国管理学研究如何更好地贡献于实践提出了相应建议，具体包括增强管理理论知识的理论创新、多元化的管理知识生产、构建促进管理知识生产多元化分工的学术环境等。     

基于组织生态学视角下的后发企业破坏性创新战略研究

生态位理论认为企业竞争优势来源于生态位的差异。后发企业获得跨越式发展必须有正确的战略选择,破坏性创新战略通过低端破坏、新市场破坏、混合破坏等方式实现了生态位的分离,最终形成新的生态位。对后发企业而言,破坏性创新战略选择改变了目前竞争的态势,为其发展提供了更多资源,从而最终改变其竞争地位。     

促进还是抑制：政府研发补助对企业绿色创新绩效的影响

以制度理论和委托代理理论为基础，本文基于2010—2017年中国A股重污染行业上市公司数据，探究了政府研发补助对策略性绿色创新绩效和实质性绿色创新绩效的影响，并分析了环境规制和管理者环境关注度的调节作用。研究结果表明，政府研发补助对策略性绿色创新绩效有正向影响，但政府研发补助和实质性绿色创新绩效之间呈现倒“U型”关系。进一步研究发现，环境规制和管理者环境关注度均对政府研发补助与策略性绿色创新绩效之间的关系有负向调节作用，而对政府研发补助和实质性绿色创新绩效之间的关系有正向调节作用。本文通过探究政府研发补助对两种不同类型绿色创新绩效的影响，解释了现有研究中关于政府研发补助和企业绿色创新绩效之间关系的认识存在的不一致，同时通过对企业内外部治理因素的调节效应的探究，丰富了有关政府研发补助实施效果的情境因素的研究。本文的研究发现为政府制定相关环境政策以及推动企业绿色创新提供理论基础和实践启示。     

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。     

信息武器及计算机病毒技术研究

作为信息对抗研究的重要课题之一,信息武器计算机病毒的研究一直受到各国的重视。计算机病毒具有传染性、潜伏性和巨大的破坏性,其研究是集计算机、编码理论、密码学等于一体的课题之一。本文主要介绍了信息武器的基本分类和计算机病毒的基本结构、分类、传播途径与危害,最后对计算机病毒的新特点进行了总结。     

技术并购与再创新——来自中国上市公司的证据

获取外部技术已成为企业当前愈发重要的并购动机，但技术并购对企业创新的作用受到越来越多的关注与质疑。中国企业的技术并购是只获取了短期技术，还是能够据此促使其未来的再创新呢？本文基于中国上市公司技术并购事件研究发现，虽然技术并购带来的异质性知识有助于企业再创新，但技术并购占用的企业资源以及带来的整合动荡都会影响企业原有技术进程，并由此减少企业未来再创新的可能。控制内部研发的替代作用后发现，技术并购的意义在于提高企业未来创新成果的新颖性，而非提高创新效率。此外，使用文本分析技术得出的结论表明，当新知识带来的收益大于随着知识距离增加而提高的知识整合成本时，技术并购仍然是经济的。在进一步的研究中，本文展开分析技术整合的作用机制，并深入探究技术并购的创新动机以及制度环境的异质性。本文的结论不仅拓展了开放式创新理论和知识基础理论在技术并购中的应用边界，而且为创新引领下中国企业技术并购战略决策提供了重要理论支撑，也为进一步优化创新激励环境提供参考。     

Analysing disruptive potential: the case of wireless local area network and mobile communications network companies

In this article, we analyse the prediction that wireless local area network (W-LAN) technologies will be disruptive for incumbent mobile communications network operators. For this purpose, we develop a methodology of guided interviews to assess technologies for their disruptive characteristics based on theory of disruptive technology developed by Christensen (1997) and recent extensions. The application of our comprehensive step-by-step method improves the precision of the disruptive technology concept and its usability for practitioners to make ex ante distinctions between disruptive technologies and other phenomena caused by emerging technologies. Our method predicts that contrary to common assumptions, W-LAN is not likely to represent a disruptive technology for the established mobile communications network firms in terms of Christensen's concept. This research was conducted in close collaboration with Vodafone Pilotentwicklung, an R&D and technology monitoring unit of the Vodafone Group. Vodafone provided part of the empirical data through expert interviews and market reports.     

Disruptive Technology Reconsidered: A Critique and Research Agenda

The popular work by Clayton Christensen and colleagues on disruptive technology serves as a springboard to examine five key issues concerning the effect of technological change on firms and industries. This article challenges and integrates current theory in this domain, and raises questions to initiate new work. The discussion is organized around the following themes: the definition of disruptive technology, the predictive use of the theory of technological disruption, explaining the success of incumbents, the implications of the theory for the merits of being customer-oriented, and the merits of creating a spin-off to commercialize the disruptive technology. Examination of these themes shows the relationship of the disruptive technology work with research in a variety of related areas. Many of these links have not been made explicit before, and several of them have been misunderstood. This article is intended to encourage further research on disruptive technology and spur debate by practitioners and scholars alike.     

When are technologies disruptive? a demand‐based view of the emergence of competition

By identifying the possibility that technologies with inferior performance can displace established incumbents, the notion of disruptive technologies, pioneered by Christensen (1997), has had a profound effect on the way in which scholars and managers approach technology competition. While the phenomenon of disruptive technologies has been well documented, the underlying theoretical drivers of technology disruption are less well understood. This article identifies the demand conditions that enable disruptive dynamics. By examining how consumers evaluate technology and how this evaluation changes as performance improves, it offers new theoretical insight into the impact of the structure of the demand environment on competitive dynamics. Two new constructs—preference overlap and preference symmetry—are introduced to characterize the relationships among the preferences of different market segments. The article presents a formal model that examines how these relationships lead to the emergence of different competitive regimes. The model is analyzed using computer simulation. The theory and model results hold implications for understanding the dynamics of disruptive technologies and suggest new indicators for assessing disruptive threats. Copyright © 2002 John Wiley & Sons, Ltd.     

The Influence of Regulation and Disruptive Potential on Incumbents' Submarket Entry Decision and Success in the Context of a Network Industry

This paper uses the theoretical perspectives of disruptive innovation, network externalities, and regulation to study the submarket strategies of incumbent firms that operate in a regulated network industry. In this setting, the impact of potentially disruptive innovations might be different because of the tighter regulation of incumbent firms. By analyzing the entry and success patterns of incumbent mobile network operators (MNOs) in the public hotspot markets in 17 Western European countries, we focus on how regulation and network effects as well as disruption factors influence the incumbent firms' strategies. In doing so, this paper departs from prior research that has primarily focused on unregulated industries and combines contradicting explanations from disruptive innovation theory, the motivation/ability framework, regulation theory, as well as network effects to provide a comprehensive analysis on how incumbents behave in a regulated network industry that is being confronted with a potentially disruptive innovation. In particular, while disruptive innovation theory predicts that the incumbents' vast experience in an industry could cause them to avoid entering new submarkets created by potentially disruptive innovations, the desire to avoid regulation could encourage such submarket entry. Furthermore, in regulated network industries, incumbent firms might have a stronger motivation to enter new submarkets as the importance of single customers and high market shares could be substantially different. These contrasting insights are used to develop an integrative research model and to derive hypotheses on incumbents' submarket entry decision and success. Drawing on cross‐sectional, multicountry data of 62 MNOs that operate in 17 Western European countries, this study uses logit and tobit regressions to test the impact of disruption factors, regulation, and network externalities on the entry decision and success of incumbent firms. The results reveal that the incumbent MNOs are caught in an area of conflict between the regulated industry context and their international technology strategy. The findings suggest that the incumbent MNOs' motivation and ability to escape regulation positively influenced their submarket entry and success in the public hotspot market. Thus, the potentially disruptive scenario was successfully turned into a potentially sustaining one as the incumbent MNOs could enhance their presence in the mobile broadband market. The testing on a multicountry basis as well as the positive influence of ethnocentric technology strategies for public hotspots, which are devised in the headquarters' location and are then brought out internationally, shed new light on an industry that has typically been characterized by country‐by‐country decisions. These findings may also reveal challenges for future research on disruptive innovations in multinational industries and expose future challenges for regulative authorities and managers. This paper thereby adds to the theory of disruptive innovation as it includes the influence of regulation on incumbents in network industries. Additionally, this study expands on previous findings on the disruptive potential of wireless local area network technology by employing a multi‐country analysis in 17 Western European countries.     

Why do incumbents sometimes succeed? Investigating the role of interorganizational trust on the adoption of disruptive technology

Previous research has noted that new firms traditionally have more success with the diffusion of disruptive technologies than do incumbent firms. For the development of disruptive technologies, newer firms appear to be advantageous as they are generally more flexible in resource allocation. However, exceptions can be found in various industries in which incumbents have been able to succeed with their own disruptive technologies. One possible explanation for these exceptions is the influence of pre-existing levels of trust already developed between incumbents and potential buyers of disruptive technologies. In order to explore this further, this article provides a link between interorganizational trust and the adoption of new, disruptive technologies in industrial markets. By surveying 134 current and potential Software-as-a-Service (SaaS) users, we show how pre-existing, interorganizational trust impacts the perceptions a potential buyer has towards a disruptive technology and how these perceptions influence a buyers' intention to adopt a new, disruptive technology. Beyond trust, we use perceived ease of use, perceived value, perceived usefulness and financial stability to create a predictive model for intention to adopt. Holistically, this article provides insight on how buyer–supplier relationships generally favor incumbent firms and can impact a buyers' perception of a new, disruptive technology.     

The Effects of Mainstream and Emerging Customer Orientations on Radical and Disruptive Innovations

The merits of being customer‐oriented for firm innovation have long been debated. Firms focused on their existing customers have been argued to be less innovative. This paper distinguishes between mainstream and emerging customer orientations and examines their effects on the introduction of disruptive and radical product innovations. Radical product innovations draw on a substantially new technology and could initially be targeted at a mainstream or an emerging market. In contrast, disruptive innovations are initially targeted at an emerging market, and may not involve the newest technology. This paper hypothesizes that mainstream customer orientation is negatively related to disruptive innovation and positively related to radical innovation, and that emerging customer orientation is positively related to disruptive innovation. To test these hypotheses, longitudinal and multiple informant data from senior executives in 128 SBUs of 19 Fortune 200 corporations are analyzed, with technology scanning and willingness to cannibalize as key control variables. The results support the hypotheses, providing evidence for contrasting effects of being oriented to mainstream customers and/or emerging customers on radical and disruptive innovations. Mainstream customer orientation has a positive impact on the introduction of radical innovations but a negative impact on disruptive innovation, while emerging customer orientation has a positive effect on disruptive innovation and is unrelated to radical innovations. Technology scanning is positively related to radical innovation but not to disruptive innovation, supporting the idea that disruptive innovation may not require new technology. In contrast, willingness to cannibalize is positively related to disruptive innovation but not to radical innovation, supporting the idea that radical innovation does not require cannibalization of existing investments. Additionally, mainstream customer orientation is found to have a near‐zero correlation with emerging customer orientation, indicating that the two can coexist and can be pursued simultaneously.     

What drives post-adoption usage? Investigating the negative and positive antecedents of disruptive technology continuous adoption intentions

This article focuses on the pre-adoption antecedents of disruptive technology continuous adoption intentions at the firm level. Understanding how to make a quality adoption decision, as measured by the firm's satisfaction and intention to continue using the technology after the initial adoption phase, is of critical importance for a buying manager. Given this challenge, a model for disruptive technology continuous adoption intention is proposed that considers the following: pre-adoption interorganizational trust, mimetic competitor pressures, normative supplier pressures, efficiency motives, searching efforts, and post-adoption satisfaction. This model was tested using survey results from 211 recent purchasing managers of a cloud computing service, an emerging disruptive technology. Interestingly, normative pressures from supplying firms prior to adoption led to lower user satisfaction and, consequently, lower intentions to continue adopting and using the technology. Moreover, these pressures were driven by pre-adoption levels of interorganizational trust and mimetic pressures from competitors. Potential adopting managers of a disruptive technology should instead be driven by efficiency-oriented motives and actually aim to increase their searching efforts in order to better understand the disruptive technology prior to adoption. These findings add to prior literature demonstrating the complex interplay of external pressures and internal motives on technology adoption strategies.     

The response strategies of incumbent mobile network operators on the disruptive potential of public W-LAN in Germany

This paper examines how three incumbent mobile network operators (MNOs) in Germany responded in terms of their strategy to the emergence of the wireless local area network (W-LAN) technology and how they interpreted this potentially disruptive technology in their own strategic context. Additionally, prior empirical results and forecasts on the limited disruptive potential of W-LAN for the German MNOs lacked persuasive firm-level evidence to distinguish the real reason for the presented observations and analysis. So far it was unclear whether the observations were caused by successful response strategies of incumbent MNOs or by the inherent limited disruptive potential of the W-LAN technology. For this purpose case studies of three major MNOs in Germany were performed to assess and compare their respective response strategies. Using the theoretical framework of disruptive technology, the results were evaluated in a cross-case analysis to study how these firms interpreted and reacted to the potential disruptiveness of W-LAN. The results indicate significant differences for the respective MNOs between their perception of W-LAN as a potential disruptive technology, their strategic development processes inside the organisation to understand the potential impact of W-LAN on their respective business model, and to enforce an appropriate response strategy and structural implementation. This incumbent heterogeneity depends primarily on their idiosyncratic strategic and structural context. These findings reveal that the incumbent MNOs in Germany were aware of the disruptive technology concept but did not react in a theory-conform way. However, since W-LAN had a sustaining impact on the MNOs and their response strategies followed sustaining reaction patterns, earlier studies, which show a limited disruptive potential of W-LAN for the German MNOs, are supported.     

Defining and identifying disruptive innovations

Three essential questions about innovations prevent academics from helping managers determine if a new technology is a disruptive innovation to their organization. First, what is a disruptive innovation? Second, how can a disruptive innovation be disruptive to some and yet sustaining to others? Third, how can disruptive innovations be identified before a disruption has occurred in an organization? This paper proposes answers to these three questions by redefining disruptive innovations through use of innovation adoption characteristics. Through the relative nature of innovation characteristics, a heuristic, or Baedeker, to better determine if an innovation could be disruptive to an organization is proposed. Illustration of the approach is presented to show how potentially disruptive innovations could be identified before an organizational disruption has occurred.