组态视角下后发企业颠覆式创新驱动模式研究

doi:10.6049/kjjbydc.2022120368

科技进步与对策

2024, Vol. 41

Issue (10): 89-98 DOI: 10.6049/kjjbydc.2022120368

企业创新管理

本期目录 | 过刊浏览 | 高级检索

组态视角下后发企业颠覆式创新驱动模式研究

冯立杰^1,2,李燕燕¹,王金凤²,张珂³,刘鹏¹

（1.郑州大学管理学院，河南郑州 450001；2.上海海事大学中国（上海）自贸区供应链研究院，上海 201306；3.郑州大学信息管理学院，河南郑州 450001）

Disruptive Innovation Driving Mode of Latecomer Firms from the Perspective of Configuration

Feng Lijie^1,2,Li Yanyan¹,Wang Jinfeng²,Zhang Ke³,Liu Peng¹

(1.School of Management, Zhengzhou University, Zhengzhou 450001, China;2.China Institute of FTZ Supply Chain, Shanghai Maritime University, Shanghai 201306, China;3.School of Information Management, Zhengzhou University, Zhengzhou 450001,China)

摘要
图/表
参考文献
相关文章 (15)

全文: PDF (1254 KB) HTML (1 KB)
输出: BibTeX | EndNote (RIS)

摘要作为后发赶超的关键之举，明晰颠覆式创新的前因条件及驱动模式，对后发企业制定创新发展战略意义重大。基于“技术—组织—环境”（TOE）框架，构建后发企业颠覆式创新整合分析模型，并运用模糊集定性比较分析方法（fsQCA）对149个后发企业案例进行组态分析，探究颠覆式创新驱动模式。结果发现：单一前因条件难以成为驱动后发企业颠覆式创新的必要条件；存在4种颠覆式创新驱动模式，其中，市场驱动型和组织联盟型能够触发“自下而上”颠覆式创新，政府驱动型和技术主导型可以催生“自上而下”颠覆式创新；特定条件下，技术、组织和环境前因条件组合通过“殊途同归”的方式驱动颠覆式创新；不同驱动路径前因条件间存在互补或替代关系。结论不仅能够揭示我国颠覆式创新多重驱动因素及复杂联动机制，而且可为后发企业通过颠覆式创新实现跨越式发展提供有益启示。

	服务

	把本文推荐给朋友
	加入我的书架
	加入引用管理器
	E-mail Alert
	RSS
	作者相关文章
	冯立杰
	李燕燕
	王金凤
	张珂
	刘鹏

关键词 ：颠覆式创新, 驱动模式, TOE框架, 后发企业, fsQCA

收稿日期: 2022-12-13 修回日期: 2023-02-16

ZTFLH:

F273.1

基金资助:河南兴文化工程文化研究专项项目（2022XWH082）；河南省高校人文社会科学研究一般项目（2023-ZZJH-039）；河南省社会科学界联合会调研课题项目（SKL-2022-2312）；河南省教育科学规划课题项目（2022YB0014）

作者简介: 冯立杰（1966—），男，河南焦作人，博士，郑州大学管理学院教授、博士生导师，上海海事大学中国（上海）自贸区供应链研究院教授，研究方向为技术创新与管理；李燕燕（1996—），女，河南新乡人，郑州大学管理学院硕士研究生，研究方向为创新管理；王金凤（1963—），女，河南焦作人，博士，上海海事大学中国（上海）自贸区供应链研究院教授、博士生导师，研究方向为工业工程与创新方法；张珂（1994—），女，河南新乡人，博士，郑州大学信息管理学院讲师，研究方向为产品创新与商业生态系统；刘鹏（1985—），男，河南南阳人，博士，郑州大学管理学院讲师，研究方向为产学研协同创新。本文通讯作者：张珂。

引用本文:

冯立杰,李燕燕,王金凤,张珂,刘鹏. 组态视角下后发企业颠覆式创新驱动模式研究[J]. 科技进步与对策, 2024, 41(10): 89-98.
Feng Lijie,Li Yanyan,Wang Jinfeng,Zhang Ke,Liu Peng. Disruptive Innovation Driving Mode of Latecomer Firms from the Perspective of Configuration. SCIENCE & TECHNOLOGY PROGRESS AND POLICY, 2024, 41(10): 89-98.

链接本文:

http://www.kjjb.org/CN/10.6049/kjjbydc.2022120368 或 http://www.kjjb.org/CN/Y2024/V41/I10/89

[1] CHRISTENSEN C M. The innovator's dilemma: when new technologies cause great firms to fail[M]. Boston: Harvard Business School Press,1997.
[2] GOVINDARAJAN V,KOPALLE P K. The usefulness of measuring disruptiveness of innovations ex post in making ex ante predictions[J].Journal of Product Innovation Management,2006,23(1): 12-18.
[3] MARKIDES C. Disruptive innovation: in need of better theory[J].Journal of Product Innovation Management,2006,23(1): 19-25.
[4] DANNEELS E. Disruptive technology reconsidered: a critique and research agenda[J].Journal of Product Innovation Management,2004,21(4): 246-258.
[5] KLENNER P,HUSIG S,DOWLING M. Extante evaluation of disruptive susceptibility in established value networks——when are markets ready for disruptive innovations[J].Research Policy,2013,42(4): 914-927.
[6] LEE S,CSASZAR F A. Cognitive and structural antecedents of innovation: a large-sample study[J].Strategy Science,2020,5(2): 71-97.
[7] SCUOTTO V,MAGNI D,PALLADINO R,et al. Triggering disruptive technology absorptive capacity by CIOs. explorative research on a micro-foundation lens[J].Technological Forecasting and Social Change,2022,174: 121234.
[8] FELICIO J A,CALDEIRINHA V,DUTRA A. Ambidextrous capacity in small and medium-sized enterprises[J].Journal of Business Research,2019,101(C): 607-614.
[9] REINHARDT R,GURTNER S. The overlooked role of embeddedness in disruptive innovation theory[J].Technological Forecasting and Social Change,2018,132: 268-283.
[10] BEN-SLIMANE K,DIRIDOLLOU C,HAMADACHE K. The legitimation strategies of early stage disruptive innovation[J].Technological Forecasting and Social Change,2020,158: 120161.
[11] PARRY M E,KAWAKAMI T. The encroachment speed of potentially disruptive innovations with indirect network externalities: the case of e-readers[J].Journal of Product Innovation Management,2017,34(2): 141-158.
[12] CARR N G. Top-down disruption[J].Strategy and Business,2005,39: 1-5.
[13] MATHEWS J A,CHO D S. Combinative capabilities and organizational learning in latecomer firms: the case of the Korean semiconductor industry[J].Journal of World Business,1999,34(2): 139-156.
[14] MATHEWS J A. Competitive advantages of the latecomer firm: a resource-based account of industrial catch-up strategies[J].Asia Pacific Journal of Management,2002,19(4): 467-488.
[15] CHRISTENSEN C M,RAYNOR M,MCDONALD R. What is disruptive innovation[J].Harvard Business Review,2015,93(12): 44-53.
[16] 张光宇,崔今天,欧春尧,等.海外情境下本土后发企业颠覆性创新演化路径研究——价值创新视角[J].科技进步与对策,2022,39(22):103-112.
[17] 唐方成,顾世玲,马晓楠,等.后发平台企业的颠覆式创新路径——以拼多多为例[J/OL].南开管理评论:1-24[2023-03-15].http://kns.cnki.net/kcms/detail/12.1288.f.20221020.1808.005.html.
[18] 苏成,赵志耘,赵筱媛,等.颠覆性技术新阐释:概念、内涵及特征[J].情报学报,2021,40(12):1253-1262.
[19] TORNATZKY L G,FLEISCHER M,CHAKRABARTI A K. Processes of technological innovation [M].Lexington: Lexington books,1990.
[20] 谭海波,范梓腾,杜运周.技术管理能力、注意力分配与地方政府网站建设——一项基于TOE框架的组态分析[J].管理世界,2019,35(9):81-94.
[21] 曾经纬,李柏洲,宋鹏,等.企业原始创新驱动路径研究——基于TOE框架的组态分析[J].科技进步与对策,2023,40(1):71-80.
[22] ULLAH F,QAYYUM S,THAHEEM M J,et al. Risk management in sustainable smart cities governance: a TOE framework[J].Technological Forecasting and Social Change,2021,167: 120743.
[23] YU D,HANG C C. Creating technology candidates for disruptive innovation: generally applicable R&D strategies[J].Technovation,2011,31(8): 401-410.
[24] 明星,胡立君,王亦民.跨界高端颠覆式创新模式研究:理论与案例验证[J].科技进步与对策,2020,37(15):11-17.
[25] 程鹏,柳卸林,李洋,等.本土需求情景下破坏性创新的形成机理研究[J].管理科学,2018,31(2):33-44.
[26] 曹阳春,张光宇,戴海闻,等.基于跨案例研究的颠覆性技术演进特征分析[J].科技进步与对策,2022,39(3):1-10.
[27] TELLIS G J. Disruptive technology or visionary leadership[J].Journal of Product Innovation Management,2006,23(1): 34-38.
[28] 周洋,张庆普.高端颠覆性创新的技术演进轨迹和市场扩散路径[J].研究与发展管理,2017,29(6):99-108.
[29] ZHANG K,WANG J,FENG L,et al. The evolution mechanism of latecomer firms value network in disruptive innovation context: a case study of Haier group[J].Technology Analysis & Strategic Management,2019,31(12): 1488-1500.
[30] 张骁,吴琴,余欣.互联网时代企业跨界颠覆式创新的逻辑[J].中国工业经济,2019,36(3):156-174.
[31] 王海军,张文耕,戴晓峰,等.组织学习对企业颠覆性创新的影响——基于海尔不用洗衣粉洗衣机的案例研究[J].科学与管理,2021,41(6):1-11.
[32] WANG C,QURESHI I,GUO F,et al. Corporate social responsibility and disruptive innovation: the moderating effects of environmental turbulence[J].Journal of Business Research,2022,139:1435-1450.
[33] GUO J,PAN J,GUO J,et al. Measurement framework for assessing disruptive innovations[J].Technological Forecasting and Social Change,2019,139(1): 250-265.
[34] SHANG T T,MIAO X M,LU D,et al. The evolutionary process of disruptive green innovation in China: evidence from the electric bicycle sector[J].Technology Analysis & Strategic Management,2020,32(8): 910-922.
[35] CHEN J,ZHU Z,ZHANG Y. A study of factors influencing disruptive innovation in Chinese SMEs[J].Asian Journal of Technology Innovation,2017,25(1): 140-157.
[36] 张明,杜运周.组织与管理研究中QCA方法的应用:定位、策略和方向[J].管理学报,2019,16(9):1312-1323.
[37] RIHOUX B,RAGIN C C. Configurational comparative methods:qualitative comparative analysis (QCA) and related techniques[M].London: Sage Publications,2008.
[38] 欧春尧,刘贻新,戴海闻,等.人工智能企业颠覆性创新的影响因素及其作用路径研究[J].软科学,2021,35(4):55-60,111.
[39] KUMAR K,SUBRAMANIAN R,YAUGER C. Examining the market orientation-performance relationship: a context-specific study[J].Journal of Management,1998,24(2): 201-233.
[40] WARD P T,BICKFORD D J,LEONG G K. Configurations of manufacturing strategy,business strategy,environment and structure[J].Journal of Management,1996,22(4): 597-626.
[41] RAGIN C C. Redesigning social inquiry: fuzzy sets and beyond[M].Chicago: University of Chicago Press,2009.