The Realization Model of Military-civilian Integration Enterprises' Ambidextrous Innovation: A Cross-case Study

Abstract

Abstract: Independent innovation is a key to fulfilling national mission, establishing integrated national strategic systems and capabilities, and breaking foreign high-tech stranglehold. The ambidextrous innovation theory provides some realization methods to conduct ambidextrous innovation, but lacks a complete theoretical explanation for the selection of realization path of ambidextrous innovation. Based on the case findings of two military-civilian integration enterprises, this research proposes a dynamic evolution mechanism of ambidextrous innovation of military-civilian integration enterprises. The research results show that companies participating in the military sector can be divided into two types:those who are appointed to participate and those who are self-initiated to participate. Specifically, appointed companies are dominated by military ideology and assisted by flexibility, and they achieve technological optimization and upgrading mainly through internal reform-driven innovation path; self-initiated companies are dominated by the flexibility and sense of discipline typical of private enterprises, and they mainly use strategic alliance linkage driven innovation path to optimize technical cooperation and co-play. Radical innovation changes with the development of the integration stage, no matter what type of military participation. The sprout of radical innovation-incremental innovation dominates, radical innovation overflows to incremental innovation, and then develops into a coordinated dynamic evolution of radical innovation and incremental innovation.

Key words: military-civilian integration, ambidextrous innovation, internal reform-driven innovation path, strategic alliance linkage driven innovation path, cross-case study

Yan Jiaqi, Luo Jinlian, Zhong Jing, Li Shuwen. The Realization Model of Military-civilian Integration Enterprises' Ambidextrous Innovation: A Cross-case Study[J]. Management Review, 2023, 35(2): 340-352.

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