管理评论

管理评论 ›› 2020, Vol. 32 ›› Issue (10): 307-323.

• 案例研究 • 上一篇    下一篇

创业供应链视角下的机会-资源一体化：汽车供应链成员企业多案例研究

郑秀恋1,2, 马鸿佳1, 肖彬1   

  1. 1. 吉林大学管理学院, 长春 130022;
    2. 吉林财经大学亚泰工商管理学院, 长春 130117
  • 收稿日期:2019-11-05 出版日期:2020-10-28 发布日期:2020-11-07
  • 通讯作者: 马鸿佳(通讯作者),吉林大学管理学院教授,博士生导师,博士
  • 作者简介:郑秀恋,吉林大学管理学院,博士,吉林财经大学亚泰工商管理学院副教授,硕士生导师;肖彬,吉林大学管理学院博士研究生。
  • 基金资助:
    国家自然科学基金面上项目（71972084；71672072）；国家自然科学基金青年项目（71802090）；教育部人文社会科学研究青年基金项目（18YJC630264）。

Opportunity-resource Integration Behavior from the Perspective of Entrepreneurial Supply Chain: Based on the Multi-case Study of Member Enterprises of Automobile Supply Chain

Zheng Xiulian1,2, Ma Hongjia1, Xiao Bin1   

  1. 1. School of Management, Jilin University, Changchun 130022;
    2. Yatai School of Business Administration, Jilin University of Finance and Economics, Changchun 130117
  • Received:2019-11-05 Online:2020-10-28 Published:2020-11-07

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摘要： 创业过程中机会开发与资源开发密不可分，机会-资源一体化正在成为越来越多学者研究的焦点。创业供应链作为一种特殊的创业网络，能够为企业带来大量的机会与资源，积极影响创业进程。本文选取包括一汽-大众在内的创业供应链上下游4家企业，进行了探索性案例研究，探究了创业供应链视角下机会-资源一体化的过程，及其对创业供应链能力的作用机制。研究发现：（1）创业供应链中，核心企业的机会主要来源于最终用户的市场需求，核心企业的机会开发为非核心企业带来了机会；在资源方面，创业供应链会为上下游企业带来互补资源。（2）创业供应链中的核心企业识别了最终用户市场的机会，以利用式和探索式资源开发相结合的方式，实现对机会的利用；创业供应链中的非核心企业识别了因核心企业发展带来的机会，也通过利用式和探索式资源开发，实现对机会的利用。（3）创业供应链成员企业对资源的利用式和探索式开发为机会开发奠定了良好基础，一旦识别到机会，就可以有效地实现机会的利用。（4）创业供应链视角下，成员企业实现机会-资源一体化的过程，是反复实践与经验积累的过程，该过程提升了企业的创业供应链能力。

关键词: 创业供应链, 机会开发, 资源开发, 机会-资源一体化, 创业供应链能力

Abstract: Opportunity development and resource development are inseparable in the process of entrepreneurship, and the integration of opportunities and resources is becoming a focus of scholars' study. As a special kind of entrepreneurial network, entrepreneurial supply chain can bring a lot of opportunities and resources to enterprises and positively affect the entrepreneurial process. This paper selects 4 companies:Faw Volkswagen, two suppliers and one dealer of Faw Volkswagen, to carry out an exploratory case study and explore the process of opportunity-resource integration from the perspective of entrepreneurial supply chain and its mechanism of action on entrepreneurial supply chain capability. The findings are as follows:(1) in entrepreneurial supply chain, opportunities for core enterprise mainly come from market demands of end users, and the opportunity development by core enterprises brings opportunities for non-core enterprises. In terms of resources, entrepreneurial supply chain will bring complementary resources to upstream and downstream enterprises. (2) The core enterprise in the entrepreneurial supply chain identifies the opportunities in the end-user market and realizes the utilization of opportunities by combining utilization and exploration resource development. Non-core enterprises in entrepreneurial supply chain identify the opportunities brought by the development of core enterprises, and realize the utilization of opportunities through utilization and exploration of resources development. (3) Resource utilization and exploratory development of member enterprises of entrepreneurial supply chain lays a good foundation for opportunity development. Once opportunities are identified, they can effectively realize the utilization of opportunities. (4) From the perspective of entrepreneurial supply chain, the process of realizing opportunity-resource integration of member enterprises is a process of repeated practice and experience accumulation, which improves the entrepreneurial supply chain capability of enterprises.

Key words: entrepreneurial supply chain, opportunity development, resource development, opportunity-resource integration, entrepreneurial supply chain capability