研发人员更新对企业创新的影响:来自知识重构视角的启示

Impact of R&D Personnel Replacement on Corporate Innovation:Insights from the Perspective of Knowledge Reconstruction

研发人员在企业构建和维持竞争优势的过程中扮演着重要角色,然而现有文献对研发人员动态变化如何影响企业创新仍缺乏深入的理解。以企业研发人员为研究对象,本文基于知识重构的视角,对研发人员更新与企业创新之间的关系进行了探究。实证结果表明,研发人员更新对企业创新存在倒U形的影响。该效应对年龄越大的企业更为显著,但会随着环境动态性的提高而减弱。以上发现不仅进一步厘清了人员更新在组织管理领域的作用、推动了人力资本与企业创新之间的相关研究,同时也为企业人力资本配置和竞争优势建立提供有益的决策参考。

In the digital economic era,we witness a rapid iteration of technological products and increasingly blurred organizational boundaries,fostering a vibrant atmosphere of organizational personnel fluidity and rejuvenation.Research and Development(R&D)personnel stand as a pivotal entity in crafting and sustaining a firm’s competitive advantage,constituting a rare facet of human capi-tal resources,albeit exhibiting a high propensity for turnover.The high turnover rate amongst this critical knowledge group imposes unprecedented challenges in human resources management:how does the replacement of R&D personnel influence corporate innova-tive?How should firms adapt to the brisk replacement dynamics of R&D staff?Addressing these questions is fundamental in shaping corporate talent management strategies,bearing substantial practical and economic implications.However,existing literature on hu-man capital mobility and human resource development seldom provides comprehensive insights into these pertinent issues.Leveraging the knowledge reconstruction perspective and a rich dataset extracted from online resumes on professional social net-works,this study systematically scrutinizes the effect of R&D personnel replacement on corporate innovation outcomes.Empirical evidence underscores a reverse U-shaped relationship between R&D personnel replacement and corporate innovation performance.At an optimal level of R&D personnel replacement,a harmonious interplay of knowledge acquisition and knowledge attrition can foster the evolution of incumbent knowledge and assimilation of fresh perspectives,effectively encouraging both internal and exter-nal knowledge restructuring,thereby enhancing innovation performance.However,a hyperactive R&D personnel replacement might usher in an overabundance of external knowledge and substantial internal knowledge attrition,destabilizing the regular knowledge accumulation process and escalating the costs associated with knowledge restructuring,eventually impinging on the innovation per-formance.Additional analysis delineates that both the firm’s age and environmental dynamism significantly modulate the relationship between R&D personnel replacement and corporate innovation,with mature firms experiencing a pronounced reverse U-shaped rela-tionship.The present research augments personnel replacement studies in organizational management by spotlighting knowledge-intensive tal-ents,offering a deep analysis of the non-linear repercussions of R&D personnel replacement on corporate innovation,thus enriching existing discourse on the relationship between personnel replacement and corporate innovation.Moreover,it elucidates the revenue and cost mechanisms triggered by R&D personnel replacement through a lens of knowledge reconstruction,partially reconciling con-flicting viewpoints in prior studies and unveiling the underlying mechanics steering personnel replacement and corporate innovation dynamics.Furthermore,it delineates the boundary conditions encircling the intricate relationship between R&D personnel replace-ment and corporate innovation,enhancing the situational understanding of organizational personnel replacement.In practical terms,our study signals firms to remain vigilant against excessive turnover dynamics,to forestall disruptions in the innovation trajectory.In a fiercely competitive arena for skilled personnel,managers ought to focus on the resignation inclinations of R&D staff,particularly being cognizant of the detrimental impact frequent turnovers can inflict on knowledge accumulation and restructuring processes,potentially thwarting innovation initiatives.Additionally,the study advocates for the judicious modulation of employment and resignation timelines,leveraging predictions on personnel mobility trends and dispersion,to maintain an optimum level of R&D personnel replacement.Lastly,it illuminates the necessity for managers to fine-tune R&D personnel replacement levels in alignment with varying external contexts and organizational life stages.Mature firms should judiciously exploit the vibrant labor market dynamics,augmenting R&D personnel replacement to maximize innovation stimulants derived from personnel mobility.Con-versely,nascent firms should endeavor to uphold team stability through heightened organizational allegiance and rewarding compen-sation strategies,fostering a conducive environment for organic human capital growth,ensuring a structured progression in corporate innovation amidst volatile surroundings.