期刊文献+

利用性与探索性创新对知识型企业创新绩效的双元驱动 被引量:15

Knowledge-based Enterprises Innovation Performance by Exploitative and Exploratory Ambidexterity Driving
下载PDF
导出
摘要 研究知识型企业利用性与探索性创新对创新绩效的驱动。结果表明:利用性与探索性创新均对创新绩效有促进作用,探索性创新虽没有利用性创新程度高,但未落入利用性创新的"成功陷阱",而且双元交互效应对创新绩效的影响最强;聚类分析结果发现,67.60%的样本企业在双元平衡与双元组合方面有较好的实践且创新绩效高;大企业和国有企业探索性创新仍持谨慎态度,西部地区非国有企业双元创新先动于国有企业。 This paper studied the driving effects of exploitation and exploration on innovation performance about knowledge- based enterprises. Result showed that both exploitative and exploratory innovation positively promote the innovation perform- ance, though the degree of exploratory is not higher than that of exploitative, which not fall into the "success trap", and ex- ploitative interaction exploration is the strongest that the effect on innovation performance ; cluster analysis finds, 67.60% of the sample enterprises have preferably practice in balance and combined, and also have higher innovation performance; large-sized enterprises and state-owned enterprises remain wary in exploratory, the non-state enterprises precede state-owned enterprises of ambidextrous innovation in the western region.
出处 《软科学》 CSSCI 北大核心 2016年第5期59-63,共5页 Soft Science
基金 国家社会科学基金项目(14BGL025) 陕西省软科学研究项目(2015KRM047)
关键词 利用性创新 探索性创新 双元化 创新绩效 知识型企业 exploitative innovation exploratory innovation ambidextrous innovation performance knowledge-based enter-prises
  • 相关文献

参考文献17

  • 1O'Reilly CA, Tushman M L. Organizational Ambidexterity in Action: How Managers Explore and Exploit [ J ]. California Management Re- view,2011,53 (4) :5 - 22.
  • 2Abebe M A, Angriawan A. Organizational and Competitive Influences of Exploration and Exploitation Activitiesin Small Firms [ J ]. Journal of Business Research,2014 (67) :339 - 345.
  • 3Wang C H, Hus L C. Building Exploration and Exploitation in the High- tech Industry:The Role Ofrelationship Learning[ J]. Techno- logical Forecasting & Social Change, 2014 ( 81 ) :331 - 340.
  • 4孙彪,刘益.技术创新联盟的悖论管理与双元学习能力构建——一个新的理论框架[J].软科学,2014,28(7):44-47. 被引量:5
  • 5Yu G J, Khessina O. The Role of Exploration in Firm Survival in the Worldwide Optical Library Market, 1990 - 1998 [ C ]. Paper Presen- ted at the Annum Meetings of the Academy of Management,2012.
  • 6胡冬梅,陈维政.双元战略及其实现路径[J].软科学,2012,26(10):30-34. 被引量:10
  • 7Jansen J, Vera D, Crossan M. Strategic Leadership for Exploration and Exploitation:The Moderating Role of Environmental Dynamism [J]. The Leadership Quarterly,2009 (20) :5 -18.
  • 8Javier T T, Leopoldo G G, Antonia R M. The Relationship between Exploration and Exploitation Strategies, Manufacturing Flexibility and Organizational Learning: An Empiricalcomparison between Non - ISO and ISO Certified Firms [ J 1. European Journal of Operational Research,2014(232) :72 - 86.
  • 9Turner N, Swart J, Maylor H. Mechanisms for Managing Ambidexteri- ty:A Review and Research Agenda [ J ]. International Journal of Management Reviews ,2012,15 (3) :317 - 332.
  • 10Martini A, Laugen B A. T, Gastaldi L, CorsoM. Continuous Innova- tion : Towards a Paradoxical, Ambidextrous Combination of Explora- tion and Exploitation [ J ]. International Journal of Technology Man- agement,2013,61 ( 1 ) :1 -22.

二级参考文献66

  • 1张玉利,李乾文.双元型组织研究评介[J].外国经济与管理,2006,28(1):1-8. 被引量:51
  • 2Duncan R B.The Ambidextrous Organization:Designing Dual Struc-tures for Innovation[A].R H Kilmann,L R Pondy,D Slevin(Eds).The Management of Organization Design:Strategies and Im-plementation[M].New York:North Holland,1976.167–188.
  • 3Tushman M L,O'Reilly C.Ambidextrous Organizations:ManagingEvolutionary and Revolutionary Change[J].Califor-nia Manage-ment Review,1996(38):8-30.
  • 4Sebastian R,Julian B,Gilbert P,et al.Organizational Ambidexterity:Balancing Exploitation and Exploration for Sustained Performance[J].Organization Science,2009,20(4):685–695.
  • 5Charles A O’Reilly III,Michael L T.Ambidexterity As a DynamicCapability:Resolving the Innovator’s Dilemma[J].Research inOrganizational Behavior,2008,28:185–206.
  • 6Ci-Rong Li,Chen-Ju Lin,Chih-Peng Chu.The Nature of Mar-ket Orientation and the Ambidexterity of Innovations[J].Manage-ment Decision,2008,46(7):1002-1026.
  • 7Jansen J J,Van den Bosch F A,Volberda H W.Exploratory Inno-vation,Exploitative Innovation,and Ambidexterity:The Impact ofEnvironmental and Organizational Antecedents[J].SchmalenbachBusiness Review,2005,57:351–363.
  • 8Lee J,Lee H.Exploration and Exploitation in the Presence of NetworkExternalities[J].Management Science,2003,49:553–570.
  • 9Lubatkin M H,Simsek Z,Ling Y,et al.Ambidexterity and Perform-ance in Small-to-medium-sized Firms:The Pivotal Role of TopManagement Team Behavioral Integration[J].J Manage,2006,32(5):646–672.
  • 10Sebastian R,Julian B.Organizational Ambidexterity:Antecedents,Outcomes,and Moderators[J].Journal of Managemengt,2008,34(3):375-409.

共引文献14

同被引文献206

引证文献15

二级引证文献81

相关作者

内容加载中请稍等...

相关机构

内容加载中请稍等...

相关主题

内容加载中请稍等...

浏览历史

内容加载中请稍等...
;
使用帮助 返回顶部