CEO环境不确定性感知与企业创新模式选择关系研究

基于高阶理论与调节焦点理论，通过中国373家企业问卷调查数据，探讨CEO环境不确定性感知对企业创新模式选择的影响机制。结果表明：CEO环境不确定性感知对企业渐进性创新与突破性创新均具有显著正向影响；高管团队行为整合在CEO环境不确定性感知与企业创新间发挥部分中介作用；CEO特质调节焦点正向调节CEO环境不确定性感知与高管团队行为整合之间的关系，同时正向调节上述中介机制。

Relationship Between Environmental Uncertainty Perceived by CEO and Enterprise Choice of Innovation Model

With the acceleration of globalization and the scope expansion of competition, the business environment has been undergoing great changes. The demand of consumers is personalized and differentiated, the life cycle of products is shorter and shorter, and the frequent changes of technology, market, competition and other factors lead to the uncertainty of the operating environment of modern enterprises. In the face of the increasingly complex and uncertain global competitive environment, innovation has become the key for enterprises to maintain their competitive advantages, and it is also an important factor that must be considered in the strategic decision-making process of Chinese enterprises.#br#From the existing research results, scholars have searched on how to improve enterprise innovation ability and the innovation performance of a large number from different perspectives. The role of innovation in improving enterprise performance and establishing enterprise competitive advantage has also been recognized by many researches. Although there is a significant positive correlation between innovation and overall corporate performance, the process of innovation is difficult. In the process of innovation which is full of uncertainties, innovation activities of enterprises often face failure. Therefore, enterprise leaders need to make careful evaluation and selection of innovation activities. According to the difference of innovation intensity, it has become the consensus of many scholars to divide the enterprise innovation mode into incremental innovation and radical innovation. They believe that there are certain differences in the resources that enterprises need to invest, development process and development methods in different types of innovation activities. How to allocate resources among different innovation models is an important problem faced by enterprises with limited resources. Therefore, the choice of enterprise innovation model becomes the first important decision that enterprises need to face in the process of innovation. As the leader in the process of enterprise development and the leader of the top management team, the CEO usually has higher status, legitimacy and greater influence in the enterprise. CEO also plays a key and irreplaceable unique role in the decision-making process of the choice of enterprise innovation model. Although the environmental impact on enterprise innovation has become a consensus among management researchers. However, scholars of the school of behaviorism believe that the evaluation of the enterprise environment is often from the subjective perception of the enterprise decision makers to the environment. The collection, processing and judgment of environmental information by enterprise managers are severely restricted by their own cognition. The environmental uncertainty faced by the enterprise mainly comes from the perception of the CEO and other enterprise leaders on the enterprise's operating environment. Only the environmental characteristics perceived by the CEO and other enterprise managers can be incorporated into the decision-making process of the enterprise as factors affecting the enterprise's decision, and further affect the innovation behavior of enterprises.#br#Based on the above contents, this study constructs a theoretical framework based on "environmental uncertainty perceived by the CEO→ top management team behavior integration→ enterprise innovation behavior". From the perspective of enterprise decision-making process, this study attempts to reveal the internal process of enterprise innovation model choice by discussing the following issues. For example, what is the relationship between environmental uncertainty perceived by the CEO and the innovation model choice of Chinese enterprises? Can the environmental uncertainty perceived by the CEO affect the innovation behavior of enterprises through the behavioral integration of the top management team? Based on the viewpoints of upper echelons theory and regulatory focus theory, this study focuses on the internal relationship between the environmental uncertainty perceived by the CEO and the choice of enterprise innovation model.#br#Through the empirical analysis of the valid questionnaire survey data of 373 enterprises in China, the following conclusions are drawn. The environmental uncertainty perceived by the CEO has a significant positive impact on both incremental innovation and radical innovation. The top management team behavioral integration plays an intermediary role in the relationship between the environmental uncertainty perceived by the CEO and incremental innovation and radical innovation. The chronic regulatory focus of CEO significantly moderates the relationship between the environmental uncertainty perceived by the CEO and the behavior integration the top management team. The chronic regulatory focus of CEO significantly moderates the mediating path of the top management team behavior integration between the environmental uncertainty perceived by the CEO and incremental innovation and radical innovation of the enterprise. When the CEO's promotion regulatory focus is dominant, the mediating effect becomes stronger. When the CEO's defensive regulatory focus dominates, the mediating effect becomes weaker.#br#