| 国际企业组织惰性、竞合行为与创新绩效 |
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| 引用本文： | 张佳敏,薛晋洁.国际企业组织惰性、竞合行为与创新绩效[J].科研管理,2022,43(8):140-147. |
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| 作者姓名： | 张佳敏 薛晋洁 |
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| 作者单位： | 1.西安交通大学 经济与金融学院，陕西 西安710049；
2.西安外国语大学 人文社会科学研究中心，陕西 西安710128 |
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| 基金项目： | 教育部人文社会科学项目：“高技术服务创新网络主体动态竞合、悖论冲突与创新绩效研究”(18YJC630218,2018.07—2021.06）；国家自然科学基金项目：“悖论调和视角下差错管理文化对团队突破性创造力的聚合效应研究”(71972155，2020.01—2022.12)。 |
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| 摘 要： | 随着经济全球化，愈来愈多的企业在国际范围内建立竞合关系以应对市场需求的多样化。然而，仍有企业不愿改变组织内部原有的行为模式，导致创新绩效降低。为此，本文采用竞合视角以103家国际企业为研究对象，利用层次回归分析着重探讨竞合行为对创新绩效的作用及其对组织惰性与创新绩效间的调节作用。研究发现：（1）国际企业的组织惰性（洞察力、行为、心理惰性）对创新绩效有负向影响，其中心理惰性的影响最大。（2）竞合行为负向调节组织惰性、洞察力惰性与创新绩效的关系。（3）国际企业的竞合行为对创新绩效（产品创新、工艺创新）有正向影响。
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| 关 键 词： | 国际企业 组织惰性 创新绩效 竞合行为 |
| 收稿时间： | 2019-08-15 |
| 修稿时间： | 2020-02-14 |
Organizational inertia,co-opetition behavior and innovation performance of international enterprises |
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| Zhang Jiamin,Xue Jinjie.Organizational inertia,co-opetition behavior and innovation performance of international enterprises[J].Science Research Management,2022,43(8):140-147. |
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| Authors: | Zhang Jiamin Xue Jinjie |
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| Institution: | 1. School of Economics and Finance, Xi′an Jiaotong University, Xi′an 710049, Shaanxi, China;
2. Research Center for Humanities and Social Sciences, Xi′an International Studies University, Xi′an 710128, Shaanxi, China; |
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| Abstract: | With the development of economic globalization, the internationalization trend of enterprises is more obvious, and more and more enterprises have established co-opetition relationship on an international scale to cope with the diversification of market demand. However, some enterprises are still reluctant to change the behavior patterns within the original organization, resulting in a decline in innovation performance. Previous researchers mostly focused on factors such as production technology, management methods and their impact on innovation performance, and paid less attention to the psychological factors of employees in the organization. The psychological factors of employees will not only affect the organizational status and market competitiveness of an enterprise, but also greatly affect the performance and stability of an enterprise. Does organizational inertia as a psychological term affect innovation performance? Furthermore, according to previous researches, maintaining co-opetition relationship between competitors can maintain the keenness and vigilance of the market while obtaining resources. Co-opetition behavior is beneficial to enterprises. Based on the above, the research questions of this research is as follows: Is it beneficial or unhelpful for enterprises with higher organizational inertia to increase co-opetition behavior? Researching the relationship among the organizational inertia, co-opetition behavior and innovation performance of international enterprise has important guiding significance for improving the innovation ability of enterprises and enhancing the comprehensive strength of the country. At first, this research establishes a theoretical model of these three variables. In this theoretical model, organizational inertia and its three measured variables negatively affect innovation performance; co-opetition behavior has a negative moderating effect on the relationship between organizational inertia as well its three measured variables and innovation performance; co-opetition behavior and its two measured variables have a positive impact on innovation performance. Then from the beginning of November 2018 to the middle of March 2019, the questionnaires were issued. It took more than four months to send out a total of 324 questionnaires. In the end, 103 valid questionnaires were obtained. The effective questionnaire recovery rate was 32%. The data was processed by SPSS22.0 software to empirically and respectively analyze the relationship between the organizational inertia and innovation performance of international enterprises under the moderation of co-opetition behavior, and the relationship between co-opetition behavior and innovation performance. Finally, this research draws theoretical and practical implications.
The research finds that: (1) The organizational inertia of international enterprise (insight inertia, behavioral inertia and psychological inertia) has a negative impact on innovation performance, and psychological inertia has the greatest impact. This conclusion shows that to improve the innovation performance of enterprise, it is necessary to reduce the organizational inertia in the company and focus on reducing psychological inertia. The reason is that organizational inertia and its three variables hinder changes in the company′s internal systems and production methods. (2) Co-opetition behavior has a negative moderating effect on the relationship between organizational inertia, insight inertia and innovation performance. This result indicates that when the internal organization of a company is relatively inert, increasing co-opetition behavior can help enterprises improve innovation performance. The empirical results prove the necessity of Chinese enterprises to develop co-opetition relationship. (3) The co-opetition behavior of international enterprises has a positive impact on innovation performance (product innovation, process innovation). In the development process, Foton Motors has established a co-opetition relationship with Weichai Power, Germany′s BOSCH, Austria′s AVL Company, Infineon Technology Company, Daimler Company and other companies to improve innovation performance. This example corroborates the findings of this research. Enterprises should increase co-opetition behavior, acquire the technologies to enhance their core competitiveness, and occupy a place in the international market.
This research gave us the following management implications. Firstly, enterprises′ managers and all employees should pay attention to organizational inertia, especially the pressure, anxiety and other emotions generated by employees during the work process. Reducing organizational inertia and psychological inertia based on the existing culture, systems, rewards and punishments. International business managers should have a global sense of co-opetition, and increase co-opetition behavior across the world to reduce the negative impact of organizational inertia on innovation performance. This measure can have a multiplier effect on the growth of innovation performance. Specifically speaking, enterprises can increase co-opetition behavior by increasing the number of participants in the co-opetition relationship, and expanding the scope of the enterprise′s co-opetition relationship. Through these practices, enterprises will get more benefits from co-opetition behavior.
Secondly, large enterprises (such as Huawei, Haier, Gome, etc.) that have already adopted the co-opetition strategy should use their influence in the industry, enhance the co-opetition ability, adopt forward integration and backward integration strategies, and expand co-opetition scope, increase its share in the international market, and provide a reference for Chinese companies to develop co-opetition relationship on an international market. Small and medium enterprises should actively learn the co-opetition experience from large enterprises, and explore a road to co-opetition relationship based on their organizational culture and processes.
Finally, since the co-opetition behavior of enterprises will positively affect the innovation performance of the enterprises. From the perspective of government policies, due to the large number of small and medium-sized enterprises in our country and the weak economic strength, the government should guide enterprises and formulate laws to protect the legitimate rights and interests of Chinese enterprises in co-opetition relationship. More specifically, it should also encourage enterprises to develop co-opetition relationship through tax adjustments and lower loan interest rates. The government′s encouragement policy is an important driving force for enterprises to develop co-opetition relationship. |
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| Keywords: | international enterprise organizational inertia innovation performance co-opetition behavior |
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