管理评论

›› 2019, Vol. 31 ›› Issue (12): 287-300.

• 案例研究 • 上一篇    下一篇

跨越组织层级的鸿沟：企业创新能力动态构建机制研究

张璐1,2, 赵爽1, 长青1,3, 崔丽4   

  1. 1. 内蒙古工业大学经济管理学院, 呼和浩特 010051;
    2. 中国人民大学商学院, 北京 100872;
    3. 中南财经政法大学会计学院, 武汉 430073;
    4. 大连理工大学商学院, 盘锦 124221
  • 收稿日期:2019-01-22 出版日期:2019-12-28 发布日期:2019-12-24
  • 通讯作者: 长青(通讯作者),内蒙古工业大学经济管理学院教授,中南财经政法大学会计学院教授,博士
  • 作者简介:张璐,内蒙古工业大学经济管理学院教授,博士,中国人民大学博士后;赵爽,内蒙古工业大学经济管理学院硕士研究生;崔丽,大连理工大学商学院副教授,博士。
  • 基金资助:

    国家自然科学基金项目（71962027）；内蒙古自然科学基金项目（2018MS07012；2018LH07006）；内蒙古高等学校“青年科技英才计划”（NJYT-19-B17）；内蒙古草原英才工程青年创新创业人才项目（Q2017079）。

Across the Organizational Hierarchy: A Study of the Dynamic Construction Mechanism of Enterprise Innovation Capability

Zhang Lu1,2, Zhao Shuang1, Chang Qing1,3, Cui Li4   

  1. 1. School of Economics and Management, Inner Mongolia University of Technology, Hohhot 010051;
    2. Business School, Renmin University of China, Beijing 100872;
    3. School of Accounting, Zhongnan University of Economics and Law, Wuhan 430073;
    4. School of Business, Dalian University of Technology, Panjin 124221
  • Received:2019-01-22 Online:2019-12-28 Published:2019-12-24

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摘要：

在激烈的市场竞争中，新创企业如何协调个体层和组织层共同构建创新能力，从而有效应对快速变化环境的问题一直悬而未决。本文以蒙草生态作为案例研究对象，基于意义建构和意义给赋理论，从跨层视角深入探索企业创新能力生成的内在机理，分析管理者个体层如何实现认知变革从而为能力发展提供方向，以及组织层如何通过资源行动构建异质性创新能力以有效应对环境变化，并着重探讨了管理者跨层级引导组织层形成统一认知的内在机制。研究发现：（1）外部环境变化触发管理者个体层进行的意义建构过程为管理者创建了理性认知基础，是企业创新能力演化的逻辑起点。（2）组织层基于认知采取“拼凑零散资源”到“整合异质性资源”再到“协奏共享资源”不断进化的资源行动推动企业创新能力不断升级，从而突破组织能力刚性的枷锁。（3）管理者通过“限制性单向范式”“引导性互动范式”“平台性共享范式”的跨层级意义给赋过程实现了管理者认知向组织认知的跨越。

关键词: 创新能力, 意义建构, 意义给赋, 资源行动, 案例研究

Abstract:

In the fierce market competition, a new company has to consider how to coordinate innovation ability at both individual and organizational level to adopt for the fast-changing environment. Taking Mongolian grass ecology as an example, this paper uses the sense-making and sense-giving theory to explore, from a cross-level perspective, the internal mechanism by which new companies generate their innovation ability, analyzes how managers can realize cognitive change to provide direction for ability development and how the organizations can build heterogeneous innovation capacity through resource-focused action to effectively respond to environmental changes, and emphatically discusses the internal mechanism by which managers guide the organization to form a unified cross-level cognition. The study finds that:(1) The sense-making process triggered by the change of external environment creates the basis of rational cognition for managers, and is the logical starting point of the evolution of enterprise innovation ability. (2) On the basis of cognition, the organization takes the resource actions from "piecing together scattered resources" to "integrating heterogeneous resources" to "coordinating shared resources" to constantly evolve to promote the continuous upgrading of the enterprise's innovation ability, thus breaking through the rigid shackles of organizational ability. (3) Managers realize the leap from managers' cognition to organizational cognition through the process of sense-giving meaning of "restricted unidirectional paradigm", "guiding interactive paradigm" and "platform sharing paradigm".

Key words: innovation ability, sense-making, sense-giving, resource-focused action, case study