|
|
|
| The Impact of Fitting Dimensions of Intellectual Capital on Exploratory Innovation and Exploitative Innovation |
| Wang Zhaohui1,Liu ChangE2 |
| 1.Business School, Hunan First Normal University, Changsha 410205, China;2.Business School, Hunan Business University, Changsha 410205,China |
|
|
|
|
Abstract In order to explore how firms improve innovation abilities with the help of intellectual capital, this study uses fit theory to explore the effects of combining dimensions of intellectual capital on facilitating a firm's ability to pursue explorative and exploitative innovation strategies.Using a primary survey sample of 246 high-tech companies in China, we found that the supplementary fit between organizational capital and human capital has a significantly positive impact on the success of an exploitative innovation.The supplementary fit between organizational capital and human capital has a stronger positive association with both exploratory innovation and exploitative innovation when social capital is higher.We also found that the complementary fit among organizational, human,and social capital fosters ambidextrous innovation.
|
|
Received: 14 February 2017
|
|
|
|
Corresponding Authors:
Wang Zhaohui
|
|
|
|
［1］CARMONA-LAVADO A，CUEVAS-RODRGUEZ G,CABELLO-MEDINA C.Social and organizational capital:building the context for innovation［J］.Industrial Marketing Management，2010(39):681-690.
［2］GRANT R M.Toward a knowledge-based theory of the firm［J］.Strategic Management Journal，1996(17):109-122.
［3］DUMAY J，ROONEY J，MARINI L.An intellectual capital based differentiation theory of innovation practice［J］.Journal of Intellectual Capital，2013，14(4):608-633.
［4］SUBRAMANIAM M， YOUNDT M A.The influence of intellectual capital on the types of innovative capabilities［J］.Academy of Management Journal，2005，48(3):450-463.
［5］林筠，何婕．企业智力资本对渐进式和根本性技术创新影响的路径探究［J］．研究与发展管理，2011(1):90-98.
［6］张慧颖，吕爽.智力资本，创新类型及产品创新绩效关系研究［J］.科学学与科学技术管理，2014(2):162-168.
［7］KRISTOF A L.Person-organization fit:an integrative review of its conceptualizations， measurement， and implications［J］.Personnel Psychology，1996， 49(1)：1-49.
［8］NADLER D.A diagnostic model for organizational behavior［M］//In J R HACKMAN， E E LAWLER， L W POTER(EDS).Perspectives on Behavior in Organizations:New York:McGraw-Hill,1975：83-100.
［9］PORTER M E.What is strategy［J］.Harvard Business Review，1996，74(6):61-78.
［10］KANG S C， SNELL S A.Intellectual capital architectures and ambidextrous learning:a framework for human resource management［J］.Journal of Management Studies，2009(46):65-92.
［11］YOUNDT M A， SUBRAMANIAM M， SNELL S A.Intellectual capital profiles:an examination of investments and returns［J］.Journal of Management Studies，2004，41(2):335-361.
［12］BECKER G S.Human capital［M］.New York:National Bureau of Economic Research,1964.
［13］NAHAPIET J， GHOSHAL S.Social capital， intellectual capital， and the organizational advantage［J］.Academy of Management Review，1998，23(2)：242-266.
［14］HE Z L， AND WONG P K.Exploration vs.exploitation:an empirical test of the ambidexterity hypothesis［J］.Organization Science，2004，15(4):481-494.
［15］REED K K， LUBATKIN M， SRINIVASAN N.Proposing and testing an intellectual capital-based view of the firm［J］.Journal of Management Studies，2006，43(4):867-893.
［16］GIBSON C B,BIRKINSHAW J.The antecedents,consequences,and mediating role of organizational ambidexterity［J］.Academy of Management Journal，2004，47(2):209-226.
［17］王朝晖.战略人力资源管理与组织双元关系研究评述［J］.外国经济与管理，2016（3）：46-60
［18］BURCHARTH A L D A， KNUDSEN M P，SΦNDERGAARD HA.Neither invented nor shared here:the impact and management of attitudes for the adoption of open innovation practices［J］.Technovation,2014，34 (3):149-161.
［19］NONAKA I.A dynamic theory of organizational knowledge creation［J］.Organization Science，1994，5 (1):14-37.
［20］GABBAY S M， ZUCKERMAN E W.Social capital and opportunity in corporate R&D:the contingent effect of contact density on mobility expectations［J］.Social Science Research，1998， 27 (2):189-217.
［21］GULATI R， PURANAM P.Renewal through reorganization:the value of inconsistencies between formal and informal organization［J］.Organization Science， 2009， 20(2):422-440.
［22］UOTILA J， MAULA M， KEIL T.Exploration， exploitation， and financial performance:analysis of S&P 500 corporations［J］.Strategic Management Journal，2009，30 (2):221-231.
［23］LIN H E， MCDONOUGH E F， YANG J， et al.Aligning knowledge assets for exploitation，exploration，and ambidexterity:a study of companies in high-tech parks in china［J］.Journal of Product Innovation Management，2017,34（2）：122-140.
［24］JANSEN J P，TEMPELAAR M， VAN DEN BOSCH F J.Structural differentiation and ambidexterity:the mediating role of integration mechanisms［J］.Organization,Science,2009，20(4):797-811.
［25］LUBATKIN M H，SIMSEK Z， LING Y，et al.Ambidexterity and performance in small- to medium sized firms:the pivotal role of top management team behavioral integration ［J］.Journal of Management，2006(32)：646-672.
［26］AIKEN L S，WEST S G，RENO R R.Multiple regression:testing and interpreting interactions［M］.Sage，1991.
［27］HILL S A， BIRKINSHAW J.Ambidexterity and survival in corporate venture units［J］.Journal of Management，2014，40(7):1899-1931.
|
|
|
|
