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论文编号：	14103
作者编号：	2120203144
上传时间：	2023/6/9 11:01:25
中文题目：	在位企业回应破坏性创新的机会/威胁认知研究——基于中国情境下吉利汽车集团的纵向单案例
英文题目：	Research on Opportunity/Threat Perception of Incumbents Responding to Disruptive Innovation——A Single Longitudinal Case of Geely Automobile Holdings Limited in the Chinese Context
指导老师：	田莉
中文关键字：	破坏性创新;在位企业;机会/威胁认知
英文关键字：	Disruptive Innovation; Incumbents; Opportunity/Threat Perception
中文摘要：	创新是引领发展的第一动力，破坏性创新的概念可以帮助如今正处于经济 转型中的企业进一步发展。现有研究多聚焦于新进入者是如何利用破坏性创新 优势对在位企业进行颠覆的。而在位企业既要小心新进入者的攻掠，又要谋求自 身的盈利增长，因此容易忽视破坏性创新的特性，让其成为房间里的大象，或是 强行将其塞入现有业务从而走向失败。这样的案例比比皆是。 基于文献缺口和实践需要，提出问题:在位企业要如何克服一直专注于延续 性创新的倾向，直面破坏性创新?再进一步抽象出研究问题:是什么导致在位企 业决定投资于破坏性创新，并做出战略层面的决策? 本研究选取吉利汽车集团作为研究对象，基于纵向单案例的研究方法完成 对该问题的回答。本研究先采用了 Gioia 三级编码的方式，找到了吉利做出战略 转型决策的驱动因素，并搭建了一个“刺激-认知-回应”的框架，即面对破坏性 创新时，政策环境、市场环境和市场表现同时刺激吉利，然后吉利对其进行感知， 最后做出回应;继续深入后发现，吉利的战略转型回应是基于对威胁的感知。因 为“刺激-认知-回应”框架中认知部分才是黑箱，接下来本文借鉴了机会/威胁认 知研究领域的学者 Gilbert 对机会/威胁认知的测量方法，最终发现:面对破坏性 创新时，不同的市场切入方式对吉利的机会/威胁认知没有产生不同影响，并且 都使其成功做出了进一步回应。而在相同的低端市场切入方式的情况下，企业都 感知到机会，但是启用了不同的回应策略。虽然没有理清为什么采用的回应策略 不同，但是也观察到了吉利面对破坏性创新时“先感知威胁进行转型，后感知机 会继续回应”的两个认知阶段。 本研究选用吉利汽车集团为研究对象，充分发挥了案例研究可以深入探索 的特性，观察到的一系列结果基本符合 Gilbert 的观点，丰富了中国情境下的在 位企业面对破坏性创新时的动态认知研究，也为中国企业在面对破坏性创新时 就认知角度的管理与回应提供了启示。
英文摘要：	Innovation is the first driving force leading development, and the concept of disruptive innovation can help enterprises in economic transition to further develop. Existing research mostly focuses on how new entrants take advantage of disruptive innovations to disrupt incumbents. However, incumbents must be careful of new entrants and seek their own profit growth. Therefore, it is easy for them to ignore the characteristics of disruptive innovation, make it an elephant in the room, or cram it into the existing business, then they lead to failure. Such cases abound. Based on the gaps in the literature and the needs of the practice, a question is raised: How can incumbents overcome the tendency to focus on sustaining innovation and face destructive innovation? Further abstracting the research question: What causes incumbents to decide to invest in disruptive innovation and make strategic decisions? This study selects Geely Automobile Group as the research subject and completes the answer to the research question based on the longitudinal single-case research method. This study first adopted the Gioia Methodology(three-level coding method) to find the driving factors for Geely's strategic transformation decision and built a "stimulus-cognition-response" framework. That is, when facing disruptive innovation, the politics, the market, and its performance stimulate Geely at the same time, and then Geely perceives it and finally responds. After going deeper, it is found that Geely's strategic transformation response is based on the perception of threats. Because the cognition part of the "stimulus-cognition-response" framework is the black box, this article draws on the opportunity/threat perception measurement method of Gilbert, a scholar in the field of opportunity/threat perception research, and finally finds that: in the face of destructive innovating, different market entry methods have no different impact on Geely's opportunity/threat perception, and all make it successful to make further responses. In the case of the same low-end market entry method, Geely perceived opportunities but used different response strategies. Although it has not been clarified why the response strategies adopted are different, Geely has also observed the two cognitive stages of "perceiving the threat first to transform, and then perceiving the opportunity to continue responding" when facing disruptive innovations. This study chooses Geely Automobile Group as the research subject, giving full play to the characteristics of case studies that can be explored in depth, the observed series of results are basically in line with Gilbert’s point of view. It enriches the dynamics of incumbents’ cognitive research in the Chinese context when they face disruptive innovations, and also provides enlightenment for Chinese enterprises to manage and respond from a cognitive perspective in the face of disruptive innovation.
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