平台组织产品创新网络模式研究——来自海尔平台创新的案例
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摘要
采用案例研究方法,从企业内产品创新环节间互动视角探索平台组织产品创新模式,归纳平台组织中各产品创新环节的行为内涵,发现各产品创新环节间的互动特征,并以此描述平台组织产品创新模式。结果显示,平台组织通过网络模式获得快速响应用户需求变动并实现产品创新的能力,该模式具有独立发起、任意桥接及共利协调三方面互动特征。具体而言,平台组织通过内部组织单元独立发起各产品创新环节,提高其对环境变动的响应速度;任意桥接扩大了各产品创新环节间的互动范围,减少了互动真空地带;共利协调则通过控制各产品创新环节间的共同利益,提高对产品创新质量的控制力。结论扩展了平台组织产品创新模式理论内涵,同时,丰富了基于平台架构的产品创新理论体系。
This research presents a case study that examining the product innovation model of the platform organization form inter-organization interactive perspective. Our study first identify different product innovation links in platform organization, then, induce the interaction features from all these links to describe product innovation model of platform organization. Our research findings show that, the platform organization improve product innovation efficiency through networking model, which have three interaction features such as: independent initiating, arbitrary bridging and co-profit coordinating. Specifically, the platform organization can adapt to rapid environmental changes though initiates all product innovation links independently by internal sub-unit; arbitrary bridging expands the interaction scope and reduce the vacuum zone between all innovation links; co-profit coordinating coordinate the common interest among different innovation links to improve the product quality control. Our conclusion extend product innovation theory of platform organization, also enrich product innovation model based on platform architecture.
This research presents a case study that examining the product innovation model of the platform organization form inter-organization interactive perspective. Our study first identify different product innovation links in platform organization, then, induce the interaction features from all these links to describe product innovation model of platform organization. Our research findings show that, the platform organization improve product innovation efficiency through networking model, which have three interaction features such as: independent initiating, arbitrary bridging and co-profit coordinating. Specifically, the platform organization can adapt to rapid environmental changes though initiates all product innovation links independently by internal sub-unit; arbitrary bridging expands the interaction scope and reduce the vacuum zone between all innovation links; co-profit coordinating coordinate the common interest among different innovation links to improve the product quality control. Our conclusion extend product innovation theory of platform organization, also enrich product innovation model based on platform architecture.
引文
[1] 何山.产品创新平台理论与方法研究[D].武汉:武汉理工大学,2003.
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[18] LANGLOIS R N.Modularity in technology and organization[J].Journal of Economic Behavior & Organization,2002,49(1):19-37.
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[21] TIWANA A,KONSYNSKI B,BUSH A A.Research commentary—platform evolution:co-evolution of platform architecture,governance,and environmental dynamics[J].Information Systems Research,2010,21(4):675-687.
[22] TIWANA A.Does technological modularity substitute for control?a study of alliance performance in software outsourcing[J].Strategic Management Journal,2008,29(7):769-780.
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[24] WAREHAM J,FOX P B,CANO GINER J L.Technology ecosystem governance[J].Organization Science,2014,25(4):1195-1215.
[25] ALMIRALL E,CASADESUS-MASANELL R.Open versus closed innovation:a model of discovery and divergence[J].Academy of Management Review,2010,35(1):27-47.
[26] YIN R K.Applications of case study research[M].New York:Sage,2011.
[27] EISENHARDT K M,GRAEBNER M E.Theory building from cases:opportunities and challenges[J].Academy of Management Journal,2007,50(1):25-32.
[28] 黄江明.中国企业产品创新管理模式研究(一)——以海尔型号经理为例[J].管理世界,2007(10):122-129.
[29] 张小宁,赵剑波.新工业革命背景下的平台战略与创新——海尔平台战略案例研究[J].科学学与科学技术管理,2015(3):77-86.
[30] MILES R E,SNOW C C.Causes of failure in network organizations[J].California Management Review,1992,34(4):53-72.
[31] KILDUFF M,TSAI W.Social networks and organizations[M].New York:Sage,2003.
[2] BOUDREAU K J.Let a thousand flowers bloom?an early look at large numbers of software APP developers and patterns of innovation[J].Organization Science,2012,23(5):1409-1427.
[3] MEYER M W,LU L,PENG J,et al.Microdivisionalization:using teams for competitive advantage[J].Academy of Management Discoveries,2017,3(1):3-20.
[4] ALTMAN E J,TRIPSAS M.Product to platform transitions:organizational identity implications[J].The Oxford handbook of creativity,innovation,and entrepreneurship,2015:379-394.
[5] LUO J,VAN DE VEN A H,JING R,et al.Transitioning from a hierarchical product organization to an open platform organization:a Chinese case study[J].Journal of Organization Design,2018,7(1):1.
[6] MARQUIS C,RAYNARD M.Institutional strategies in emerging markets[J].The Academy of Management Annals,2015,9(1):291-335.
[7] TUSHMAN M L,ANDERSON P.Technological discontinuities and organizational environments[J].Administrative science quarterly,1986(7):439-465.
[8] GAWER A.Bridging differing perspectives on technological platforms:toward an integrative framework[J].Research Policy,2014,43(7):1239-1249.
[9] SANCHEZ R,MAHONEY J T.Modularity,flexibility,and knowledge management in product and organization design[J].Strategic Management Journal,1996,17(S2):63-76.
[10] ROBERTSON D,ULRICH K.Planning for product platforms[J].Sloan Management Review,1998,39(4):19.
[11] SIMPSON T W,MAIER J R,MISTREE F.Product platform design:method and application[J].Research in engineering Design,2001,13(1):2-22.
[12] SIMPSON T W,JIAO J,SIDDIQUE Z,et al.Advances in product family and product platform design[J].New York:Springer,2014.
[13] CIBORRA C U.The platform organization:recombining strategies,structures,and surprises[J].Organization science,1996,7(2):103-118.
[14] BROWN S L,EISENHARDT K M.Product development:past research,present findings,and future directions[J].Academy of Management Review,1995,20(2):343-378.
[15] MASUDA A D,KOSTOPOULOS K C.Performance in teams:the role of conflict-management styles,team and leadership identity[J].Rethinking Innovation:Global Perspectives,2016(9):238.
[16] TURA N,KUTVONEN A,RITALA P.Platform design framework:conceptualisation and application[J].Technology Analysis & Strategic Management,2017:1-14.
[17] MCLNTYRE D P,SRINIVASAN A.Networks,platforms,and strategy:emerging views and next steps[J].Strategic Management Journal,2017,38(1):141-160.
[18] LANGLOIS R N.Modularity in technology and organization[J].Journal of Economic Behavior & Organization,2002,49(1):19-37.
[19] GAWER A,CUSUMANO M A.How companies become platform leaders[J].MIT Sloan Management Review,2008,49(2):28.
[20] BENLIAN A,HILKERT D,HESS T.How open is this platform?the meaning and measurement of platform openness from the complementors′ perspective[J].Journal of Information Technology,2015,30(3):209-228.
[21] TIWANA A,KONSYNSKI B,BUSH A A.Research commentary—platform evolution:co-evolution of platform architecture,governance,and environmental dynamics[J].Information Systems Research,2010,21(4):675-687.
[22] TIWANA A.Does technological modularity substitute for control?a study of alliance performance in software outsourcing[J].Strategic Management Journal,2008,29(7):769-780.
[23] EISENMANN T,PARKER G,VAN ALSTYNE M W.Strategies for two-sided markets[J].Harvard Business Review,2006,84(10):92.
[24] WAREHAM J,FOX P B,CANO GINER J L.Technology ecosystem governance[J].Organization Science,2014,25(4):1195-1215.
[25] ALMIRALL E,CASADESUS-MASANELL R.Open versus closed innovation:a model of discovery and divergence[J].Academy of Management Review,2010,35(1):27-47.
[26] YIN R K.Applications of case study research[M].New York:Sage,2011.
[27] EISENHARDT K M,GRAEBNER M E.Theory building from cases:opportunities and challenges[J].Academy of Management Journal,2007,50(1):25-32.
[28] 黄江明.中国企业产品创新管理模式研究(一)——以海尔型号经理为例[J].管理世界,2007(10):122-129.
[29] 张小宁,赵剑波.新工业革命背景下的平台战略与创新——海尔平台战略案例研究[J].科学学与科学技术管理,2015(3):77-86.
[30] MILES R E,SNOW C C.Causes of failure in network organizations[J].California Management Review,1992,34(4):53-72.
[31] KILDUFF M,TSAI W.Social networks and organizations[M].New York:Sage,2003.
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