创业导向、学习模式与新产品开发绩效关系研究

Research on the Relationship between Entrepreneurial Orientation,Learning Patterns and New Product Development Performance

在快速变化和激烈竞争的环境中,探索性学习和利用性学习是企业获取新产品开发竞争优势所必需的两种组织学习模式。然而,以往研究尚未深入细致地探讨创业导向、学习模式与新产品开发绩效的关系。基于国内152家科技企业的实证研究发现:(1)中国创业背景下,科技企业的超前行动和风险承担正向影响探索性学习,而自主裁量、追求创新和竞争侵占正向影响利用性学习;(2)追求创新、超前行动和竞争侵占正向影响新产品开发绩效;(3)探索性学习和利用性学习都与新产品开发绩效呈倒U形曲线关系;(4)探索性学习和利用性学习的交互作用负向影响新产品开发绩效。

In a rapidly changing and intensively competitive environment, it is necessary for firms to implement such two patterns of organizational learning as exploratory learning and exploitative learning in order to have competitive advantage in new product development（NPD）. With the new knowledge brought by exploratory learning, firms may develop new products to gain new customers and enter into new markets. By exploitative learning, firms utilize their existing knowledge to improve their products and increase customer satisfaction. As an important factor that affects organizational innovation behavior, entrepreneurial orientation（EO） describes a firm＇s strategic intentions and acts as the basis or foundation for its strategic decisions and actions. However, the extant research has so far not provided a fine-grained insight into the link between entrepreneurial orientation, learning patterns and NPD performance, which this paper intends to interpret on the basis of relevant theories and empirical findings from ,China＇s 152 technology-based firms. First, we find that different dimensions of EO affect NPD performance in two ways： on one hand, EO directly affects the performance of NPD; on the other hand, EO indirectly affects NPD performance by influencing the organizational learning patterns. Specifically, among the five dimensions（autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk-taking） of EO in technology-based firms, both proactiveness and risk-taking positively affect a firm＇s exploratory learning; autonomy, innovativeness and competitive aggressiveness positively affect its exploitative learning, and innovativeness, proactiveness and competitive aggressiveness positively affect its NPD performance. Second, we find that both exploratory learning and exploitative learning exhibit an inverted U-shaped rather than a linear relationship with its NPD performance, such that at low levels, learning patterns＇ effects on new product performance are stronger, but at high levels, the effects grow weaker. Third, we find that the interaction between exploratory learning and exploitative learning negatively affects its NPD performance, which means the advantages of exploratory learning decrease as the level of exploitative learning increases while the advantages of exploratory learning become smaller as exploitative learning increases. Finally, the findings of our study have implications for managers. In China＇s technology-based firms, EO penetrates those businesses＇ strategic decision-making process and guides them to selectively conduct exploratory learning and/or exploitative learning for NPD. The two learning patterns, acting as the key intermediate link between EO and NPD, should be well balanced to collaboratively and dynamically promote NPD.