“专精特新”企业突破式创新的组态分析与范式选择

Configuration Analysis and Paradigm Selection of“SRDI”Enterprises’Radical Innovation

突破式创新是企业获取持续竞争优势的根本路径,对于产业结构升级与解决关键技术领域“卡脖子”问题具有重大意义。已有研究对企业突破式创新的形成条件与作用机制缺乏深入探讨。本文基于“技术—组织—环境”框架,以126家“专精特新”企业为案例,运用模糊集定性比较分析方法,探讨供给侧技术条件、需求侧组织条件、外部环境条件对“专精特新”企业突破式创新绩效的联动效应,探索性地识别出四类突破式创新范式:外驱双元型、内驱吸收型、外驱攻关型和内外双驱型。另外,存在三条路径将导致“专精特新”企业非高突破式创新绩效。研究发现:(1)单一条件并不构成“专精特新”企业高突破式创新绩效的必要条件。(2)“专精特新”企业突破式创新背后是多条件的协同作用,各条件的有效结合以“殊途同归”的方式提升突破式创新绩效。(3)“专精特新”企业应根据供应链关系与能力禀赋,致力于技术资源、组织需求与外部环境之间的协同匹配,选择恰当的创新范式。研究结论有助于加深对“专精特新”企业突破式创新绩效提升路径的理解,为“专精特新”企业的进一步成长以及破解“卡脖子”难题提供理论依据。

Radical innovation is the fundamental path for enterprises to obtain sustainable competitive advantages,and it is of great significance for upgrading the industrial structure and solving the problem of“stuck necking”in key technical fields.Existing research lacks in-depth argument on the formation conditions and mechanism of radical innovation.Based on the“Technology-Organization-Environment”(TOE)framework,this paper takes 126“SRDI”(specialized-refinement-differentialinnovation)enterprises as the case,and uses the fsQCA method to explore the impact of technology supplement,organization demand,and external environmental conditions.Based on the configurational effect of radical innovation performance,four types of radical innovation paradigms are exploratively identified:external-drive ambidextrous type,internal-drive absorptive type,external-drive breakthrough type,and internal-external-drive type.Besides,there are three ways will cause the non-high level of radical innovation performance.The commonality of the four types of paradigms is that they all involve the combined effect of three conditions:technology,organization,and environment.This indicates that radical innovation is indeed a complex phenomenon,and it is necessary to explore the coupling mechanism between technology supply,organizational demand,and external environment,which will to some extent reorganize the understanding of radical innovation.Considering the differences between the four types of paradigms,this paper conducts a more in-depth analysis on the paradigms based on the specific cases of“SRDI”enterprises.The main conclusions are as follows:(1)A single condition does not constitute a necessary condition for the high radical innovation performance of“SRDI”enterprises.(2)Behind the radical innovation of“SRDI”enterprises is the synergy of multiple conditions.The effective combination of various conditions can improve radical innovation performance in the way of“the same return from different paths”.(3)“SRDI”enterprises should be committed to the synergy and integration between technology,organization,and environment according to the current situation,and choose an appropriate innovation paradigm based on supply chain relationship and capacity endowment.This paper helps to deepen the understanding on the improvement path of the radical innovation performance of“SRDI”enterprises,and provides a theoretical basis for the further growth of“SRDI”enterprises and the resolution of the“stuck necking”problem.