摘要
面对未来颠覆性创新的市场冲击,在位企业如何突破“创新者窘境”,实现能力进阶至关重要。采用纵向单案例研究方法,以富士胶片反颠覆实践为例,基于“认知—行动—结果”思维逻辑,探讨管理者认知形成、管理者指导组织集体行动以及资源能力进阶的过程机制。结果发现:在位者通过分析企业内外部环境形成管理者认知,借助意义建构过程实现个体认知到组织认知的跨越,进而指导企业实现竞争能力转向,以抵御外部危机。探索期,在技术创新驱动型管理者认知指引下集体形成颠覆性技术自主突破型组织主导逻辑,进而采取资源拼凑行动构建资源整合能力;转型期,在市场利益获取型管理者认知指引下集体形成技术相关业务拓展型组织主导逻辑,进而采取资源编排行动构建资源延伸能力;强化期,在市场利益强化型管理者认知指引下集体完成市场拓展深化型组织主导逻辑演化,进而采取资源协奏行动形成资源再构能力。由此,构建企业能力进阶路径模型,为在位者积极应对未来市场冲击,突破传统能力刚性束缚,从而实现可持续发展提供有益的管理启示。
Nowadays,disruptive innovation has become an important strategic choice for latecomers to realize catch-up,and has been widely concerned by various countries.However,the existing practice of enterprises shows that the disruptive innovation behavior of latecomers will lead to destructive impact on the innovation market,and then break the stable internal and external environment and competition barriers of the existing enterprises,causing threats to their survival.Many incumbent enterprises try to find a way of sustainable development,but they are prone to failure with limited resources and capabilities.Therefore,as the importance of disruptive innovation speaks for itself,how incumbent enterprises break the capability lock and get out of the"innovators'dilemma"has become a key issue of concern for enterprise managers.This paper takes Fujifilm as a case sample,and adopts the longitudinal single case method in the thinking logic of"cognition—action—result"to examine its anti-disruptive action.The following questions are discussed:First,in the face of the external impact of disruptive innovation,how do the managers of existing enterprises sensitively perceive the crisis and form a matching manager cognition?Second,how do managers transfer the individual level cognition to the collective organization and reach a unified understanding?Third,what kind of resource actions do managers guide the collective to take to enhance their abilities?The research results show that the incumbent enterprises have gone through the development stages of exploration,transformation and strengthening,and the corresponding resource capacity has been improved by the integration capacity,extension capacity and reconstruction capacity.In the exploration period,facing the initial market disruption,incumbent enterprise managers form"technology innovation driven"manager cognition through the attention allocation process of"perception-attention-select-judgment".Under such cognitive leadership,managers reach an organizational dominant logic of"independent breakthrough of disruptive technology"with the collective organization through mechanisms such as clarity of rules and regulations and support of special departments.Furthermore,managers lead organizations to take resource patchwork actions to form resource integration capabilities and complete the transformation of enterprise competitiveness.During the transformation period,with the escalation of external crisis events,the incumbent enterprise managers formed the manager cognition of"obtaining market benefits"through the attention allocation process of"perception—attention—selection—judgment".Under the guidance of this cognition,managers reach a"technology-related business expansion"organizational dominant logic with the collective organization through the mechanisms of business systematization and organizational modularization.Furthermore,the managers lead the organization to make resource arrangement to form resource extension capabilities and promote the competitiveness of the enterprise.In the strengthening period,In the face of the reappearance of the barrier crisis,the incumbent enterprise managers form the management cognition of"strengthening market interests"through the attention allocation process of"perception-attention-selection-judgment".With this cognitive reshaping,managers reach a"market expansion and deepening"organizational dominant logic with the collective organization through mechanisms such as the establishment of an information sharing platform and an open innovation center.Furthermore,managers lead organizations to take resource cooperation actions to form resource reconstruction capabilities and help enterprises strengthen their competitive abilities.In summary,this paper studies the path mechanism of capability advancement following the cognition—action—result logic based on the multi-stage process of the incumbent enterprise reform.Compared with the existing literature,it examines the anti-disruptive behavior from the perspective of incumbent enterprises,which enriches the theoretical research system of disruptive innovation.Meanwhile,it adopts the dynamic process perspective and introduces the ability formation mechanism of manager cognition and resource action,which enriches the research on the micro-mechanism of anti-subversion.In addition,the results of this study have important implications for the crisis response of incumbent enterprises.Future research could be enriched from organizational resilience and collaborative mechanism between disruptive innovation of latecomer enterprises and incumbent enterprise development.
作者
张瑶
张光宇
杨诗炜
Zhang Yao;Zhang Guangyu;Yang Shiwei(School of Management,Guangdong University of Technology;Innovation Theory and Innovation Management Research Center,Guangdong University of Technology,Guangzhou 510520,China;Audit Office,Guangdong University of Technology,Guangzhou 510006,China)
出处
《科技进步与对策》
CSSCI
北大核心
2024年第10期1-10,共10页
Science & Technology Progress and Policy
基金
国家自然科学基金面上项目(72074056,71874037)。
关键词
颠覆性创新
在位企业
管理者认知
创新者窘境
资源能力进阶
Disruptive Innovation
Incumbent Enterprises
Managers'Cognition
Innovators'Dilemma
Advanced Resource Capability
