不确定性下的战略创新

上海交通大学硕士学位论文不确定性下的战略创新姓名：董钊申请学位级别：硕士专业：企业管理指导教师：陈继祥20090114STRATEGICINNOVATIONUNDERUNCERTAINTYABSTRACTUncertaintieshavebeeneverywhere,andoccupyanimportantpositioninsocialandeconomiclife.Alongwiththerapiddevelopmentofeconomyandtechnologyandglobalizationofcompetition,strategicinnovationhasbecomethecommonchoiceofmanyenterprises.theuncertaintyandstrategicinnovationarecombinedinthispaper,andwewillstudyhowtodevelopstrategicinnovationeffectivelyintermsofmechanismsofstrategicinnovationunderuncertainty,waysandprotectionfactors.Inthispaper,themainresearchworkdonecanbesummarizedasfollows:(1)Themechanismofstrategicinnovationunderuncertainty.Uncertaintiestriggerthestateoftheenvironmentandorganizationchanges;therebyaffecttheimpetusandresistanceofstrategicinnovation.Inthecombinedforceofimpetusandresistance,Enterprisestrategyinnovationdevelops,maintaininnovationandachievethegoal.Whenahighdegreeofuncertainty,thedrivingforceofinnovationbeyondtheinnovativeresistance,theenterprisesareencouragedtocarryoutstrategicinnovation;whenthedegreeofuncertaintyislow,theinnovationresistanceoffsetthedrivingforce,enterprisetomaintainstrategicstability.Thus,undertheimpactofuncertainty,companiesbeginthedynamicequilibriumofstrategicinnovation.Underuncertainties,thestrategicinnovationalsohasacertaindegreeofrisk:strategicinnovationcouldbeover-lookingtoaffecttheeffectiveimplementation;businessstrategyandorganizationalstructuredoesnotmatchtobetrappedintheconflictofmanagement;frequentstrategicinnovationtosubvertthestrategicstability.(2)Thestrategicinnovativeapproachunderuncertainty.Underuncertainty,Enterprisescancarryoutstrategicinnovationsbyrethinkingthedefinitionofthebusiness,rethinkingcustomers,rethinkingthevalueprovidedbyenterprises,aswellasrethinkingthewayofprovidingetc.Subversiveinnovationbecomesanimportantwaytocarryoutstrategicinnovationundertheuncertaintybecauseiteffectivelyavoidtheuncertaintyofcompetition.Subversiveinnovationiscausedbythereasonthatthetrackofdevelopmentoftechnologyandchangesindemandisnotsynchronized.Incarryingoutsubversiveinnovation,enterpriseswillfaceobstaclessuchasmarketuncertainty,theresistanceoforganizationalstructureaswellastherestrictionoffixedknowledgemodel.Enterprisescannurtureorpurchasenewcapacitytoestablishindependentinternalorganizationalstructure,takeananticommercializationstrategyandtheputupsubversiveinnovativedevelopmentmechanismstocarryoutsubversivegrowthinnovation.Thedevelopmentofsubversiveinnovationisinseparablefromtheinteractionoftechnologyandthedemand.Therearethreealternativescenariosaboutsubversiveinnovativetechnology:theoldtechnologyassociatedwiththeleadingdrivingforcegrowstomature;previousdrivingforcebecomesmature;thenewdrivingforceemergesandtheoldtechnologycannotmeetthedemandofthenewdominantdrivingforce;environmentchangescreateanewdrivingforce.Thelattertwocaseshaveobviousnon-competitivenessandconcealment.(3)Theprotectionofstrategicinnovationundercertainty.Strategicinnovationofenterprisesneedsacertaindegreeofprotectionfactorsunderuncertainty.Thesefactorsinclude:organizationallearningandinnovativeculture,strategicflexibilityandthestrategicabilitytoadapt.Enterprisesneedtobalancetherelationsbetweenstrategicflexibilityandtheoperationalefficiencyintheuseofstrategicflexibility.Theabilityofstrategicadjustmentcaneffectivelyexpandthechoiceofstrategicinnovationandreduceuncertainty.Specializesinthestrategicinnovationunderuncertaintyarerareathomeandabroad.Thisstudywillprovideenterprisesthehelpfulacademicinstructionsandreferencesaboutthestrategicinnovation,andhasacertaintheoreticalsignificanceandpracticalvalue.KEYWORDS:Uncertainty,StrategicInnovation,Mechanism,DisruptiveInnovation1.11.21.31.42.12.1.1[1]1927[2][2]FrankH·Knight[3]1957Boundedrationality[4][2]MichaelDietrich1999[5][6]Alchian1950[7][8]Coase1937[9]Williamson1975198519451951Langlois1984[10]Winter19882.1.22.1.3[11]Sherif1935SherifMacneli1976[12]SolomonAseh1951M·DeutschH·Geradr1955[13]2.1.42004MarketUncertaintyEventUncertainty[14]KooPmansPrimaryUncertaintySecondaryUncertaintyKooPmansKooPmans[15]2000[16]Milliken1987[17]Huber1975Priem20022-1[18][19]2.2strategicinnovationstrategicchangestrategicinnovationstrategicchange2.2.1Bodo2003Hamel1998[2021]Grssan2003[22]Makrides[2324]Mintzberg&westley[25]RajgopalanSpreitzer(1997)[26]2003[27]Hamel199862%31%2.2.2Prahalad&Doz[28]Johnson&Scholes[29]Bobdewit&Meyerrevolutionaryevolutionary[30]Prahalad&Doz[28]WorleyHitchinRoss(1996)IntegratedStrategicChange[31]20062.2.3Prahalad&Doz[28]Johnson&Scholes[29]Parnell[32][33][34][35]2.2.4Prahalad&Doz20[28]Gioia&ChittiPeddi[36]Floyd&Lnae[37]Volberdaetal.[38]Bohman&Lindfors[39]Markoezy[40]Meziasetal.[41]Harrigan[30]Prahalad&Doz[28]Evans[42]Sanchez[43]Volberda&Rutges[44]Tienari&Tainio[45]3.13.1.13.1.21985(GiffordPinchot)[46]15%3.1.33.1.4[47]503.23.2.1[48]3.2.2213.33.3.123.3.22-12-1Figure2-1DynamicModelofStrategicInnovation3.43.52-22-2Figure2-2OperatingMechanismofStrategicInnovation3.6[49]Markides4.14.1.1TheodoreLevittGaryHamel4.1.25104.1.34.1.44.2DisruptiveinnovationChristensenC.M.1997)P