基于高管联结的企业间研发行为趋同——“形似”还是“神似”?

Inter-Firm R&D Behavior Convergence Based on Executive Ties--“In Form”or“in Spirit”?

利用2012—2017年中国A股制造业上市公司数据,考察高管联结以及以此为基础的组织间双边关系对企业研发行为的影响。研究发现,在基于高管联结的组织间双边关系中,联结双方存在显著的研发投入趋同和研发效率趋同;联结双方相似度越高,研发投入趋同和研发效率趋同越显著;环境不确定性对联结双方研发投入趋同存在正向影响,但对研发效率趋同的影响不显著。基于理性学习和行为反应的组织间模仿是上述研发行为趋同的内在生成机制。理性学习过程能够带来联结双方研发投入趋同和研发效率趋同;行为反应过程在强化联结双方研发投入趋同的同时,抑制了研发效率趋同。理性学习过程还进一步推动了焦点企业研发效率提升,带来联结双方研发效率的“向上趋同”。企业间研发行为的模仿和学习应以自身资源能力特征、模仿对象研发绩效以及外部环境因素的系统分析为基础。管理者应跳出行为习惯、规范压力和个人职业声誉的窠臼,更加理性独立地做出研发决策。

Data of manufacturing enterprises listed in China from 2012 to 2017 was employed to investigate the influence of inter-organizational imitation on enterprise R&D behavior.It finds that in the bilateral relations between organizations based on executive ties:convergence of R&D input and R&D efficiency exists between two sides of the linkages;when the similarity between the two sides of the linkages is higher,the convergence of R&D input and R&D efficiency is more significant;environmental uncertainty has a positive impact on the R&D input convergence of the two sides,but its impact on R&D efficiency convergence is not significant.The inter-organizational imitation based on rational learning and behavioral response is the internal generating mechanism of the above R&D behavior convergence.The rational learning process can bring both the convergence of R&D input and R&D efficiency between the two parties.The behavioral response process inhibits the convergence of R&D efficiency,while strengthens the convergence of R&D input between the two parties.The rational learning process promotes the improvement of the R&D efficiency of the focus enterprises,and brings about an“upward convergence”of the R&D efficiency of the two parties.The imitation and learning of inter-enterprise R&D behavior should base on systematic analysis of the characteristics of their own resources and capabilities,R&D performance of imitation objects and external environmental factors.Managers should think outside the box of behavioral habits,normative pressures,and personal professional reputation,making R&D decisions more rationally and independently.