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高科技企业组织学习与双元创新关系实证研究

     

摘要

组织学习和创新对高科技企业的生存和发展有重要的理论和现实意义。探索和利用是组织学习和创新领域学者们共同关注的焦点,现有研究将探索式学习与探索式创新等同、将利用式学习与利用式创新等同,然而学习是过程,创新是结果,二者不可等同。从组织学习与创新之间的过程-结果关系出发,引入动态能力作为中介变量,构建组织学习、动态能力、双元创新的理论模型,收集来自计算机软件、生物医药、电信与通讯、新能源等高科技行业企业的218份有效问卷进行模型验证,采用SPSS 20.0软件进行数据分析。研究结果表明,组织学习对双元创新均有正向影响,但不同的组织学习方式对不同类型创新的正向影响程度不同,利用式学习主要促进渐进性创新,探索式学习主要促进突破性创新。动态能力在组织学习与双元创新之间发挥中介作用,协调整合能力是利用式学习促进渐进性创新的中介变量,重组转型能力是探索式学习促进突破性创新的中介变量。%Organizational learning and innovations have significant theoretical contributions and practical implications for high -tech enterprises , survival and development .Exploration and exploitation are focusing topics in organizational learning and innova -tion fields.However, previous research equal exploration and exploitation learning which focus on process to exploration and ex -ploitation innovation which are regarded outcome variables .Based on process-result framework between organizational learning and innovation , this study builds a mediation model by introducing dynamic abilities as mediating variables to further demonstrate the inner mechanism between organizational learning and enterprise innovation .This paper analyzed valid data of 218 collected questionnaires from high-tech enterprises such as computer software , bio-pharmacy, telecommunications and new energy as re-search objects with SPSS 20.0 software.The results show that organizational learning positively affects ambidextrous innovation , but different organizational learning styles have different impacts on these two types of innovation .Specifically , the exploration learning mainly influences the incremental innovation , while exploration learning mainly influences breakthrough innovation .Dy-namic capabilities, play mediating roles in the relationship between organizational learning and ambidextrous innovation .That is, coordination ability mediates the relationship between exploitation learning and incremental innovation , and restructuring transfor-mation ability mediates the relationship between exploration learning and breakthrough innovation .

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