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论文编号：	410
作者编号：	043114
上传时间：	2008/2/26 13:52:10
中文题目：	开放式技术创新能力及组织战略支
英文题目：	The study of open innovative c
指导老师：	王迎军
中文关键字：	开放式创新　吸收能力　整合能力
英文关键字：	Open Innovation　 Absorptive
中文摘要：	开放式创新是知识经济时代企业技术创新的趋势，如何有效地获取外部知识、整合内外部知识并对创新性产品进行商业化以提高企业创新绩效显得尤为重要。但是现有关于开放式创新的研究往往偏重该创新模式的概念架构、实施方法等方面，而真正从如何技术创新能力提升来促进开放式创新实施的角度进行研究的相对较少。因此，本研究试图从技术创新能力的视角研究开放式创新的有效实现主题，集中探讨几方面的关键问题：开放式创新与技术创新能力的关系是什么；开放式创新模式下吸收能力、整合能力和商业化能力的内涵及培养途径是什么；开放式创新模式下企业的战略选择有哪些。本文通过理论探讨和多案例研究，揭示了开放式创新模式下企业提升技术创新能力的途径及战略选择。 本研究的主要成果和结论包括： 一、吸收能力的开放性是开放式创新模式中获取外部知识的关键 吸收能力关注这样一个事实：企业并不能自由且轻易的的吸收位于企业边界外部的知识，即使这些知识位于公共领域。相反，要识别、消化和开发这些外部知识，需要企业研究人员的努力、专业知识和有目的的行动。吸收能力的理论依据是创新是历史累积和路径依赖的，如果企业以前没有获取某一快速演化的技术领域的知识，那么它将在该领域丧失消化和开发新信息的能力。吸收能力又可以具体分为获取、消化、转化和开发四种能力。企业需要成功地管理吸收能力的各个维度以获得优异的绩效。专注于获取和消化新的外部知识（潜在吸收能力）的企业能够持续更新他们的知识库，但他们可能承担信息获取的成本却无法从开发活动中获得收益。相反，专注于转化和开发（实际吸收能力）的企业可以通过开发活动实现短期利润但落入了竞争力陷阱，因此无法对环境变革作出快速反应。影响企业吸收能力的因素可以系统归纳为四大类：先验知识、研发能力、学习强度和学习方法以及组织学习机制，基于这四种因素可以制定吸收能力发展战略。 企业需要成功地管理吸收能力的各个维度以获得优异的绩效。专注于获取和消化新的外部知识（潜在吸收能力）的企业能够持续更新他们的知识库，但他们可能承担信息获取的成本却无法从开发活动中获得收益。相反，专注于转化和开发（实际吸收能力）的企业可以通过开发活动实现短期利润但落入了竞争力陷阱，因此无法对环境变革作出快速反应。 影响企业吸收能力的因素可以系统归纳为四大类：先验知识、研发能力、学习强度和学习方法以及组织学习机制，基于这四种因素可以制定吸收能力发展战略。 二、整合能力是开放式创新模式中整合内、外部知识的关键所在 整合能力是企业用以选择和提炼在新产品生产、制造流程或服务中所使用技术的方法的能力。提升整合能力的关键在于三方面：战略整合、知识整合和组织整合。其中，战略整合包含企业创新与创业精神的整合、技术创新战略与企业经营战略的整合、市场需求与技术方向的整合、对世界领先水平产品的战略性技术的整合。知识整合就是要建立企业的知识库，把企业现有的知识分门别类，进行加工和提炼，形成企业有系统、不断发展的知识资产。而组织整合是落实战略整合与知识整合的关键。组织整合必须做到：跨职能整合、充分沟通、协商合作。此外，企业整合创新的外部组织运作是企业与用户交流程度、企业与供应商交流程度、企业与高校、研究所交流程度。 技术整合过程管理更要注意新旧技术的相融。其核心是合作各方的协同管理，为了适应创新的要求，要求在组织结构上逐步推行柔性化管理，并不同程度地与其他创新机构开展多层次的技术合作，例如联合开发、技术联盟、共建开发机构等等。技术整合小组的组织模式具有高度的柔性化和动态适应性，很容易与其他的创新机构建立技术整合联盟，以适应技术整合的多种技术、多种知识的要求。 三、商业化能力是开放式创新最终成功的关键所在 如何推动技术商业化是技术创新活动必须具备的重要能力。许多技术创新企业以为拥有一流的技术，创新就一定能成功。技术商业化成功有六个重要的影响因素：技术的知晓性、技术与现有产品线的关系、技术可行性与市场风险、技术成长曲线可能带动的市场潜力、推动技术商业化的有力人士、竞争因素与合作联盟。技术商业化的过程一般可以分为构想、孵化、展示、推广、衍生等五个阶段。 技术扩散是一项技术从首次商业化应用，经过大力推广直到普遍采用阶段的过程。技术的市场扩散实际上就是新技术如何被用户接受的过程，因此是技术商业化的核心所在。技术经常表现出采用回报递增，因此产业网络外部性对其有重要影响。作者识别到了六种决定技术市场扩散结果的组织可控因素，分别为互补性产品可得性、技术的相对性能/价格比、互补性资产可得性、市场进入时机、顾客基群的规模及价值网络的规模。根据这些因素调整自身技术战略，组织可以迅速推进技术市场扩散的速度并占据优势地位。 四、开放式创新模式下不同技术创新能力提升需要相应的战略选择 本文认为，开放式创新模式下企业技术创新战略要想获得成功，必须重点考虑以下三个变量：战略联盟、新事业开发和商业模式。 在开发一项新技术时，分别具备所需能力某些方面的各个企业可以组成联盟来共向他们的能力和资源，从而能够以更快的速度、更低的成本来开发这项技术。即使某个企业并不欠缺能力，仍然可能选择以合作的方式进行开发，目的是分散项目的风险。新事业开发是提升企业技术创新能力的重要工具，目前成为实践界和学术界都比较关注的一个问题，其兴趣来自于成熟企业自我更新和开发新机会而不仅仅是开发现有竞争力的需求。开放式创新模式下企业主要通过三种基本商业模式利用创新并获取价值：将创新应用到公司现有业务中；将创新转让给其它企业；建立新的风险投资公司，委托该公司在新的业务领域开发新技术。经营模式能够建立一个基本的组织框架，把组织资源和技术资源整合起来，并加以优化。商业模式涵盖面较为广泛，涵盖了组织中的各要素，如：组织要素、制度要素和管理要素等各个方面。这些要素在与技术要素的整合、互动、协同过程中，推动企业通过创新谋求更大发展。
英文摘要：	Open innovation is the trend of technology innovation in the age of knowledge economy, during which how to acquire external knowledge, to integrate internal knowledge, to commercialize innovative commodities and to improve corporation innovation performance is of outstandingly significance. However, more researches lay particular stress on concept frame and implement of innovation mode, while fewer researches focus on improving technology innovation ability in order to implement open innovation. This article studies the theme of how to develop open innovation effectively from the perspective of technological innovation ability, therefore, the article will focus on the following key points: the relationship between open innovation and technological innovation ability; the connotation and nurturing ways of the ability of acquisition, integration and commercialization in the mode of open innovation; strategies adopted by enterprises in the mode of open innovation. This article is intended to reveal the approaches and strategies adopted by enterprises to improve technological innovation ability by probing into the theories and studying typical cases. the main outcome and conclusion of this research: I. The opening of ability of acquisition is the key to acquiring external knowledge in the mode of open innovation The absorptive capacity is related to the truth: corporations cannot acquire external knowledge even if the knowledge is available publicly exit at commonality area freely and easily. On the contrary, in order to distinguish, digest and develop the external knowledge, researchers from corporations have to be equipped with professional knowledge, take purposive actions and make great efforts. The theoretical ground of the ability of acquisition is based on the following point: if the corporation didn’t catch the relevant knowledge in the fast-changing field of technology in the past, the corporation will lose the ability in assimilation and development of new information. The ability of acquisition includes the following four stages: the ability of acquiring, the ability of digesting, the ability of transforming and the ability of developing. In order to produce good performances, corporations need to manage each stage of the absorptive capacity successfully. The corporation, who centers on obtaining and digesting external knowledge (potential ability of acquisition), can update their repository continuously, but may bear the cost of getting information without benefiting from developing. On the contrary, the corporation, who devotes themselves to transforming and developing (practical ability of acquisition), can make short-term profit through developing, but may fall into the competitive trap. As a result, the corporation cannot react to the change of environment quickly. The factors, which have effects on the absorptive capacity , can systematically be divided into four categories: previous knowledge; the ability of study and development; study intensity and study methods and the mechanism of organizing study. Corporations can make strategies of developing the ability of acquisition accordingly. II. The ability of integration plays a crucial role in integrating internal and external knowledge in the mode of open innovation The ability of integrating is selecting and abstraction skill for the technology used in new products producing, manufacture procedure as well service. Developing the ability of integrating is determined by three aspects: strategy integration, knowledge integration and organization integration. Among them, strategy integration includes the integration between enterprise innovation and enterprising spirit, the integration between strategies of technological innovation and strategies of enterprise management, the integration between the demand of market between the trend of technology development and the integration of world-leading products. Knowledge integration requires enterprises to set up the knowledge base, to categorize process and refine the knowledge available to enterprises and to make systemic and developing knowledge asset. Organization integration is the key to fulfilling strategy integration and knowledge integration. Organization integration includes cross-function conformity, effective communication and cooperation. Furthermore, communication between corporations and customers, suppliers and universities as well as institutes creates an environment which encourages innovation. The process management of technological integration calls for the combination of new technologies and old ones. The core is the cooperating management of all the parties. To adapt to the demand of innovation, flexible management should be enforced gradually in the structure of the organization and multilevel technological cooperation with other innovation institutes should also be carried out in different degrees, such as joint ventures, technological alliances, jointly-funded development institutes, etc. The mode of technological integration team should be characterized by high flexibility and dynamic adapt-ability and easily co-build alliances with other innovation institutes to adjust to the requirement of integrating various technologies. The ability of commercialization leads to the final success of open innovation How to promote technology commercialization plays an important role in the activities of technological innovation. Many enterprises take it for granted that innovation can be promoted by owning first-rate technology. However, the success of technology commercialization depends on the following six important factors: awareness of technology; the relationship between technology and current product line; technological feasibility and the risk of market; market potentiality stimulated by the development of technology; competitive professionals promoting technology commercialization; competitiveness and cooperated alliance. The process of technological commercialization is made up of concept, brood, exhibition, promotion, derivation. The proliferation of technology is a process which starts with the first application of commercialization, is promoted vigorously and finally is adopted widespread. As a matter of fact, the market proliferation of technology is a process of how new technology is welcomed by customers, which is the core of technological commercialization. Enterprises can promote the speed of the proliferation of technology and gain a dominant position by adjusting the strategy of technology. IV. Strategy selections for promotion of the ability of technological innovation in the mode of open innovation. The thesis holds the belief that in order to make a success of enterprise technology innovation in the mode of open innovation, the following three variations should be considered: strategic alliances, development of new enterprises and the mode of commercialization. While developing a new technology, enterprises with various specific abilities can form an alliance to share their capacity and sources. As a result, they can develop some technology with lower cost quickly. Even though a certain enterprise is not lack of capacity, it can choose to develop in a cooperative way, with the aim of sharing the risk. Developing new career is an important tool of promoting the ability of technology innovation, which attracts attention of academic circles and practical circles, who are interested in self- renewal of mature enterprises and developing new opportunities instead of the demand of increasing current competitiveness. Enterprises take advantage of innovation and acquire value mainly by the following three basic commercial modes in the mode of open innovation: transferring the results of innovation to other enterprises; setting up new risk investment enterprises; commissioning the enterprises to develop new technology in a new field. The management mode requires to build a basic organization frame, which integrates and improves organization sources and technology sources. The business mode is a general idea, which contains all organization factors, such as organization factors, system factors and management factors. These factors, integrating, interacting and cooperating with technology factors, promote the development of enterprises by stimulating innovation
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