中华老字号文化传统、创新与能力动态分析
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摘要
本文力图归纳中华老字号企业文化传统活化的理论逻辑,在深入探讨战略、文化传统、创新及能力纵向演化基础上,架构一个基于战略、文化传统、创新和能力的SAIC模型,用以阐释中华老字号文化传统如何形成企业能力。依据这一研究框架,文章对在文化传统活化方面有代表性的中华老字号山西杏花村汾酒集团做了1948-2017年探索性案例研究。研究结论发现,"相机抉择"观是其基本的战略观,这种战略观既是适应市场环境生存的需要,同时又使中华老字号完成了文化传统从"资源的警觉"到"资源的建构";提出了文化传统活化机理SAIC模型,即战略演进会触发文化传统活化,文化传统活化由文化传统警觉和文化传统激活两阶段实现,同时文化传统活化的过程激发了技术、制度、文化及市场等要素创新,从而积累并提升了企业能力,企业能力还会反馈于企业战略;中华老字号文化传统需要通过"翻越历史的藩篱"寻找"沉睡的资源"重建,并随着企业发展而逐步完善,是一个集传统工艺、质量、品牌及文化等属性的有机统一体;不同的发展阶段对应不同的战略、文化传统活化、创新行为和能力,同时创新体系经历了"单一创新——组合创新"的变迁。本文的理论贡献在于:丰富了战略演进的理论基础,总结了中华老字号战略、文化传统、创新和能力的变迁轨迹,建构了文化传统内核,对文化传统活化机理做了开拓性分析并提出了SAIC模型,提出了案例引发的管理启示,为中华老字号浴火重生,实现追赶、超越提供了理论支撑和实践指导。
This paper trys to sum up the theoretical logic of the activation of the cultural tradition in China Time-honored Brand( CTHB),and architecture a SAIC model based on exploring the vertical evolution of strategy,cultural tradition,innovation and ability in order to illustrate how cultural tradition forms capability. According to this research framework,this paper provides a case study on the representative Chinese time-honored brand Shanxi Xinghuacun Fenjiu Group for 1948-2017 years in terms of cultural tradition activation. The conclusion shows: Discretion View is the basic strategic view,it is need of adopting the marker situation,and prompts CTHB achieving resources construction; gives a SAIC model,which means that strategic evolution triggers the activation of cultural tradition,and the activation of cultural tradition with resources vigilance and resources construction inspires the innovation of technology,system,culture and market,then the ability is accumulated and promoted,and the ability will also be fed back to the strategy; CTHB's cultural tradition reconstruction need to search " sleeping resources" through " crossing the historical barriers",it is an organic unity of traditional technology,quality,brand and culture; different stages of development correspond to different strategies,cultural traditions,activities,and abilities,at the same time,the innovation system has experienced the change of single innovation to combination innovation. The contribution of this paper lies in: to enrich the theoretical basis of strategic evolution,summarize the evolution of CTHB's strategy,cultural tradition,innovation and capability,construct the core of cultural tradition,give a pioneering analysis of the activation mechanism of cultural tradition and put forward the SAIC model,provide some management advice caused by this case,also provide theoretical support and practical guidance for CTHBs catching-up and beyond.
This paper trys to sum up the theoretical logic of the activation of the cultural tradition in China Time-honored Brand( CTHB),and architecture a SAIC model based on exploring the vertical evolution of strategy,cultural tradition,innovation and ability in order to illustrate how cultural tradition forms capability. According to this research framework,this paper provides a case study on the representative Chinese time-honored brand Shanxi Xinghuacun Fenjiu Group for 1948-2017 years in terms of cultural tradition activation. The conclusion shows: Discretion View is the basic strategic view,it is need of adopting the marker situation,and prompts CTHB achieving resources construction; gives a SAIC model,which means that strategic evolution triggers the activation of cultural tradition,and the activation of cultural tradition with resources vigilance and resources construction inspires the innovation of technology,system,culture and market,then the ability is accumulated and promoted,and the ability will also be fed back to the strategy; CTHB's cultural tradition reconstruction need to search " sleeping resources" through " crossing the historical barriers",it is an organic unity of traditional technology,quality,brand and culture; different stages of development correspond to different strategies,cultural traditions,activities,and abilities,at the same time,the innovation system has experienced the change of single innovation to combination innovation. The contribution of this paper lies in: to enrich the theoretical basis of strategic evolution,summarize the evolution of CTHB's strategy,cultural tradition,innovation and capability,construct the core of cultural tradition,give a pioneering analysis of the activation mechanism of cultural tradition and put forward the SAIC model,provide some management advice caused by this case,also provide theoretical support and practical guidance for CTHBs catching-up and beyond.
引文
[1]姬志恒,王兴元.老字号品牌文化属性与企业价值关联性研究[J].山东社会科学,2014,(8):137-141.
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[9] Levi-Strauss C. The Savage Mind[M]. Chicago:University of Chicago Press,1965.
[10] Baker T,Nelson R E. Creating something from nothing:Resource construction through entrepreneurial bricolage[J]. Administrative Science Quarterly,2005,50(3):329-366.
[11] Learned E,Christensen C,Andrews K,et al. Business Policy:Text and Cases. Irwin[M]. Homewood,IL.,1969.
[12] Hayes R,Clark K. Exploring the sources of productivity differences at the factory level[A]. Clark K,Hayes R H,Lorenz C. The Uneasy Alliance:Managing the Productivity-Technology Dilemma[C]. Harvard Business School Press,Boston,1985.
[13] Wernerfelt B. A resource-based view of the firm[J].Strategic Management Journal,1984,5(2):171-180.
[14] Nelson R R. Why do firms differ,and how does it matter?[J]. Strategic Management Journal,Winter Special Issue,1991,(12):61-74.
[15]梁强,罗英光,谢舜龙.基于资源拼凑理论的创业资源价值实现研究与未来展望[J].外国经济与管理,2013,(5):14-22.
[16] Baker T,Aldrich H E. Bricolage and resource-seeking:Improvisational response to dependence in entrepreneurial firms[R]. Working Paper,School of Business,University of Wisconsin-Madison,2000.
[17] Pascale R T,Anthony G. The Art of Japanese Management[M]. London:Allen Lane,1982.
[18]赵曙明,裴宇晶.企业文化研究脉络与趋势展望[J].外国经济与管理,2011,(10):1-16.
[19]许庆瑞,郑刚,喻子达,等.全面创新管理(TIM):企业创新管理的新趋势——基于海尔集团的案例研究[J].科研管理,2003,(9):1-7.
[20] Suddaby R. What grounded theory is not[J]. Academy of Management Journal,2006,49(4):633-642.
[2]刘秀兰,付勇.市场驱动:“老字号”凤凰涅槃的必然选择[J].商业经济管理,2005,(1):27-31.
[3]张永,张浩.中国老字号企业连锁经营模式研究——以全聚德为例[J].管理学报,2012,(12):1752-1760.
[4]郭会斌.温和改善的实现:从资源警觉到资源环境建构——基于四家“中华老字号”的经验研究[J].管理世界,2016,(6):133-147.
[5] Golnaz Sadri,Brian Lees. Developing corporate culture as a competitive advantage[J]. Journal of Management Development,2001,20(10):853-859.
[6] Porter M E. Competitive Strategy[M]. Free Press,1980.
[7] Shapiro C. The theory of business strategy[J]. RAND Journal of Economics,1989,20(1):125-137.
[8] Teece D J,Pisano R G,Shuen A. Dynamic capabilities and strategic management[J]. Strategic Management Journal,1997,18(7):509-533.
[9] Levi-Strauss C. The Savage Mind[M]. Chicago:University of Chicago Press,1965.
[10] Baker T,Nelson R E. Creating something from nothing:Resource construction through entrepreneurial bricolage[J]. Administrative Science Quarterly,2005,50(3):329-366.
[11] Learned E,Christensen C,Andrews K,et al. Business Policy:Text and Cases. Irwin[M]. Homewood,IL.,1969.
[12] Hayes R,Clark K. Exploring the sources of productivity differences at the factory level[A]. Clark K,Hayes R H,Lorenz C. The Uneasy Alliance:Managing the Productivity-Technology Dilemma[C]. Harvard Business School Press,Boston,1985.
[13] Wernerfelt B. A resource-based view of the firm[J].Strategic Management Journal,1984,5(2):171-180.
[14] Nelson R R. Why do firms differ,and how does it matter?[J]. Strategic Management Journal,Winter Special Issue,1991,(12):61-74.
[15]梁强,罗英光,谢舜龙.基于资源拼凑理论的创业资源价值实现研究与未来展望[J].外国经济与管理,2013,(5):14-22.
[16] Baker T,Aldrich H E. Bricolage and resource-seeking:Improvisational response to dependence in entrepreneurial firms[R]. Working Paper,School of Business,University of Wisconsin-Madison,2000.
[17] Pascale R T,Anthony G. The Art of Japanese Management[M]. London:Allen Lane,1982.
[18]赵曙明,裴宇晶.企业文化研究脉络与趋势展望[J].外国经济与管理,2011,(10):1-16.
[19]许庆瑞,郑刚,喻子达,等.全面创新管理(TIM):企业创新管理的新趋势——基于海尔集团的案例研究[J].科研管理,2003,(9):1-7.
[20] Suddaby R. What grounded theory is not[J]. Academy of Management Journal,2006,49(4):633-642.