管理评论 ›› 2023, Vol. 35 ›› Issue (6): 335-352.

• 案例研究 • 上一篇    

企业中心型开放式创新生态系统的构建逻辑形成机理研究

韩少杰, 苏敬勤   

  1. 大连理工大学经济管理学院, 大连 116024
  • 收稿日期:2021-07-09 发布日期:2023-07-27
  • 通讯作者: 韩少杰(通讯作者),大连理工大学经济管理学院副教授,硕士生导师,博士。
  • 作者简介:苏敬勤,大连理工大学经济管理学院教授,博士生导师,博士。
  • 基金资助:
    国家自然科学基金青年项目(72102028);中国科学技术协会高端科技创新智库青年项目(2021ZZZLFZB1207030);国家社会科学基金重大项目(21&ZD134);中央高校基本科研业务费项目(DUT22RC(3)057)。

Research on the Formation Mechanism of Construction Logic of the Enterprise-centered Open Innovation Ecosystem

Han Shaojie, Su Jingqin   

  1. School of Economics and Management, Dalian University of Technology, Dalian 116024
  • Received:2021-07-09 Published:2023-07-27

摘要: 企业开放式创新范式与创新生态系统的融合推动了企业中心型开放式创新生态系统成为理论研究和产业发展的新趋势。本文采用探索性多案例研究方法,选取大机车主导的机车创新生态圈、瓦轴集团主导的轴承创新生态圈、三一重工主导的工程机械创新生态圈为案例研究对象,探讨企业中心型开放式创新生态系统的构建逻辑类型及形成机理。研究发现,企业中心型开放式创新生态系统的构建逻辑包括机会构建逻辑、杠杆构建逻辑和定位构建逻辑,其“组织目标→核心发展路径→战略行动方式”的过程机理如下:机会构建逻辑存在“识别机会实现市场抢占→快速行动→以实现目标为导向的即兴行为”的过程机理;杠杆构建逻辑存在“确定并利用优势资源实现转型升级→构建优势资源和互补资源的组合→搜集并补充互补资源”的过程机理;定位构建逻辑存在“明确企业定位实现差异发展→满足用户需求为宗旨→拼凑可行资源协同响应”的过程机理。三类构建逻辑的组织目标具有与竞争对手的差异性,核心发展路径具有重视外部资源的外向性,战略行动方式具有实现自身和外部资源同时利用的联合性。而三类构建逻辑的形成受到来自于外部和内部情境6个层面14种不同构建动因组合的影响。

关键词: 开放式创新生态系统, 主导逻辑, 企业中心型, 案例研究

Abstract: With the development of open innovation paradigm and innovation ecosystem, the enterprise-centered open innovation ecosystem (OIE) becomes the new trend of theory research and industry development. This paper conducts an exploratory multi-case study to explore the formation mechanism of different types of construction logic of the enterprise-centered OIE. The case selected comes from the innovation ecosystem of the locomotive innovation ecosystem led by CRRC Dalian, the bearing innovation ecosystem led by ZWZ Group, and the construction machinery innovation ecosystem led by Sany. This paper finds that the construction logic of the enterprise-centered OIE includes opportunity logic, leverage logic and position logic. Their process mechanism of “organizational goal - core development path-strategic action method” is as follows: the opportunity logic has the process mechanism of “identify opportunities to achieve market capture-rapid action-goal-oriented improvisational behavior”; the leverage logic has the process mechanism of “identify and utilize superior resources to achieve transformational upgrade-build a combination of superior resources and complementary resources-collect and supplement complementary resources”; the position logic has the process mechanism of “determine enterprise positioning to achieve differential development-meet the needs of users-piecing together viable resources for a coordinated response”. The three types of construction logic have common characteristics including their organizational goal of differentiating from competitors; the core development path is featured by externality or focusing on external resources; the strategic action method is essentially about jointly using both internal and external resources. These construction logics are influenced by different combinations of 14 kinds of concrete manifestation characteristics of the construction motivation on six hierarchies of the external context and the internal context.

Key words: open innovation ecosystem, enterprise-centered, construction logic, case study