基于互补性资产的软件企业云计算技术变革研究——以中标软件为案例

摘要/Abstract

摘要：

成功的技术变革与商业化过程离不开对互补性资产的管理。因为技术变革初期，新技术往往与旧技术共享互补性资产（销售团队、支持技术团队等），由于组织惯性，组织认知等原因，再加之旧技术仍是公司利润的主要来源，导致新技术变革往往得不到必要的互补性资产支持。所以，很多技术变革的商业化过程的失败不是因为技术本身，而是由于缺乏必要的互补性资产支持，死于黎明前的黑暗。本文旨在以中标软件为案例研究对象，研究软件企业如何成功推动云计算技术变革以及商业化。通过案例研究发现成功进行技术变革，不仅要关注新技术的研发，还要处理好新技术与商业化所需要的互补性资产之间的关系。通过案例研究分析推导出本文研究结论：第一，识别关键性的互补性资产并建立其与新技术的组织联系是成功实施技术变革的关键要素；第二，新技术与互补性资产不会主动建立组织联系，需要高层领导建立管理机制，通过管理机制促使新技术与互补性资产建立组织联系；第三，激励措施、组织学习、知识分享等管理机制是推动建立新技术与互补性资产之间的组织联系的关键因素。本文研究结论不仅对新技术与互补性资产之间的关系有重要的理论贡献，对于中国企业成功应对行业内的技术变革也具有重要的实践价值。

关键词: 技术变革, 互补性资产, 云计算, 案例研究

Abstract:

Successful technological change and commercialization can not be separated from the management of complementary assets. In the process of technological change, new technologies often share complementary assets (such as sales team and technical support team) with old ones. Moreover, due to organizational inertia, organizational cognition and the fact that old technology is still the main source of corporate profits, new technologies are often not supported by the necessary complementary assets. As a result, the failure of technological changes is not because of the new technology itself, but the lack of necessary complementary assets. The paper takes China Standard Software Company as a study case to explain how software enterprises successfully promote cloud computing technology change and commercialization. Our findings suggest that successful technological change should not only focus on the research and development of new technologies, but also deal with the relationship between new technologies and complementary assets needed for commercialization. The conclusions of this paper deduced by case study are as follows:First, identifying critical complementary assets and establishing organizational linkages between critical complementary assets and new technologies are key elements for successful technological change; Second, these organizational linkages do not exist automatically, but have to be established through a management mechanism that senior leadership develops to promote the linkages; Third, incentives, organizational learning, knowledge sharing and other management mechanisms are the key factors to promote the establishment of organizational links between new technologies and complementary assets. The study significantly enriches the relevant theories of relationship about technological change and complementary assets and can help Chinese enterprises to successfully achieve technological changes.

Key words: technological change, complementary assets, cloud computing, case study

欧阳桃花, 王钧, 胡京波. 基于互补性资产的软件企业云计算技术变革研究——以中标软件为案例[J]. , 2018, 30(6): 251-264.

Ouyang Taohua, Wang Jun, Hu Jingbo. Study on the Cloud Computing Technological Change of Software Enterprises Based on Complementary Assets:The Case of China Standard Software Company[J]. , 2018, 30(6): 251-264.

参考文献

[1] Teece D.J.Profiting from Technological Innovation[J].Research Policy, 1986,15(6):285-305
[2] Tripsas M.Unraveling the Process of Creative Destruction:Complementary Assets and Incumbent Survival in the Typesetter Industry[J].Strategic Management Journal, 2015,18(S1):119-142
[3] Malerba F., Nelson R., Orsenigo L., et al.Public Policies and Changing Boundaries of Firms in a " History-Friendly" Model of the Co-evolution of the Computer and Semiconductor Industries[J].Journal of Economic Behavior & Organization, 2008,67(2):355-380
[4] Mitchell W.Whether and When? Probability and Timing of Incumbents, Entry into Emerging Industrial Subfields[J].Administration Science Quarterly, 1989,34(2):208-230
[5] Teece D.J.Explicating Dynamic Capabilities:The Nature and Micro-foundations of (Sustainable) Enterprise Performance[J].Strategic Management Journal, 2007,28(13):1319-1350
[6] 薛红志,张玉利.突破性创新、互补性资产与企业间合作的整合研究[J].中国工业经济, 2006,(8):101-108
[7] Rothaermel F.T., Hill C.W.L.Technological Discontinuities and Complementary Assets:A Longitudinal Study of Industry and Firm Performance[J].Organization Science, 2005,16(1):52-70
[8] Park H.D., Steensma H.K.When Does Corporate Venture Capital Add Value for New Ventures?[J].Strategy Management, 2012,33(1):1-22
[9] Feng T.W., Sun L.Y., Zhu C.Y., et al.Customer Orientation for Decreasing Time-to-Market of New Products:IT Implementation as Complementary Asset[J].Industrial Marketing Management, 2012,41(6):929-939
[10] 侯剑华,王鹏.国内新兴技术及其管理研究综述[J].科学管理研究, 2012,30(6):29-32
[11] Teece D.J.Technological Change and the Nature of the Firm[M].New York:Pinter Publishers, 1988
[12] Afuah A.Dynamic Boundaries of the Firm:Are Firms Better off Being Vertically Integrated in the Face of Technological Change?[J].Academy of Management Review, 2001,44(6):1211-1228
[13] Taylor P., Lowe J.Are Functional Assets or Knowledge Assets the Basis of New Product Performance?[J].Technology Analysis& Strategic Management, 1997,9(4):473-488
[14] 方晓波.基于互补资产的企业技术创新政策环境研究[J].经济体制改革, 2011,(4):111-115
[15] Eggers J.P.Falling Flat:Failed Technologies and Investment under Uncertainty[J].Administrative Science Quarterly, 2012,57(1):47-80
[16] Rothaermel F.T.Incumbent's Advantage Through Exploiting Complementary Assets via Interfirm Cooperation[J].Strategic Management Journal, 2001,22(6-7):687-699
[17] Rothaermel F.T., Hill C.W.L.Technological Discontinuities and Complementary Assets:A Longitudinal Study of Industry and Firm Performance[J].Organization Science, 2005,16(1):52-70
[18] 李宁,田莉.互补性资产对技术型创业的影响浅析[J].现代财经, 2009,(4):83-86
[19] Tripsas M., Gavetti G.Capabilities, Cognition, and Inertia:Evidence from Digital Imaging[J].Strategic Management, 2000,21(10-11):1147-1161
[20] Christensen C.M.The Ongoing Process of Building a Theory of Disruption[J].Journal of Product Innovation Management, 2006, 23(1):39-55
[21] Stieglitz N., Heine K.Innovations and the Role of Complementarities in a Strategic Theory of the Firm[J].Strategic Management Journal, 2007,28(1):1-15
[22] Miner A.S., Bassoff P., Moorman C.Organizational Improvisation and Learning:A Field Study[J].Administrative Science Quarterly, 2001,46(2):304-337
[23] Taylor A., Helfat C.E.Organizational Linkages for Surviving Technological Change:Complementary Assets, Middle Management, and Ambidexterity[J].Organization Science, 2009,20(4):718-739
[24] Podolny J.M.Networks as the Pipes and Prisms of the Market[J].American Journal of Sociology, 2001,107(1):33-60
[25] Puranam P., Singh H., Chaudhuri S.Integrating Acquired Capabilities:When Structural Integration is (Un) necessary[J].Organization Science, 2009,20(2):313-328
[26] Bechky B.A.Sharing Meaning Across Occupational Communities:The Transformation of Understanding on a Production Floor[J].Organization Science, 2003,14(3):312-330
[27] Martin G., Pear J.Behavior Modification:What It Is and How to Do It[M].New York:Prentice Hall, 2003
[28] Meichenbaum D.Changing Conceptions of Cognitive Behavior Modification:Retrospect and Prospect[J].Journal of Consulting and Clinical Psychology, 1993,61(2):202-04
[29] 王永伟,马洁,吴湘繁,等.变革型领导行为、组织学习倾向与组织惯例更新的关系研究[J].管理世界, 2012,(9):110-119
[30] Dionysiou D.D., Tsoukas H.Understanding the (Re)creation of Routines from Within:A Symbolic Interactions Perspective[J].Academy of Management Review, 2013,38(38):181-205
[31] Pan S.L., Tan B.Demystifying Case Research:A Structured Pragmatic Situational(SPS) Approach to Conducting Case Studies[J].Information & Organization, 2011,21(3):161-176
[32] Eisenhardt K.M., Graebner M.E.Theory Building from Cases:Opportunities and Challenges[J].Academy of Management Journal, 2007,50(1):25-32
[33] Yin R.K.Case Study Research:Design and Methods[M].London:Sage Publications, 2013
[34] Dyer W.G., Wilkins A.L.Better Stories, Not Better Constructs, to Generate Better Theory:A Rejoinder to Eisenhardt[J].Academy of Management Review, 1991,16(3):613-619
[35] 毛基业,李高勇.案例研究的"术" 与"道" 的反思——中国企业管理案例与质性研究论坛(2013)综述[J].管理世界, 2014,(2):111-117
[36] 欧阳桃花.试论工商管理学科的案例研究方法[J].南开管理评论, 2004,7(2):100-105
[37] Patton M.Q.How to Use Qualitative Methods in Evaluation[M].California:Sage Publications, 1987
[38] Glaser B.G., Strauss A.L.The Discovery of Grounded Theory:Strategies for Qualitative Research[M].Piscataway:Transaction Publishers, 2009
[39] Ibarra H.Network Centrality, Power, and Innovation Involvement:Determinants of Technical and Administrative Roles[J].Academy of Management Journal, 1993,36(3):471-501
[40] Ring P.S., Van A.H.V.D.Developmental Processes of Cooperative Interorganizational Relationships[J].Academy of Management Journal, 1994,19(1):90-118
[41] Baker W.Market Networks and Corporate Behavior[J].American Journal of Sociology, 1990,96(3):589
[42] Taylor A.The Next Generation:A Competitive Learning Model of Technology Adoption and Integration[J/OL].Organization Science.http://orgsci.journal.informs.org/cgi/content/abstract/orsc.1080.0399v1, 2008
[43] Benjamin B.A., Podolny M.J.Status, Quality and Social Order in the California Wine Industry[J].Administrative Science Quarterly, 1999,44(3):563-589
[44] Blau P.M.Inequality and Heterogeneity[M].New York:Free Press, 1977
[45] Tuchman M.L., Nadler D.A.Information Processing as an Integrating Concept in Organizational Design[J].International Journal of Dermatology, 1978,3(3):613-624
[47] Moreland R.L.Transactive Memory:Learning Who Knows What in Work Groups and Organizations[M].Hillsdale:Lawrence ErlbaumAssociates, 1999