产品开发流程与职能结构动态适配模式的研究
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摘要
技术创新是制造企业的利润源泉,而动态技术创新能力是企业技术实力的显著指标。在技术对经济的贡献逐渐加大的环境下,如何提高企业的动态技术创新能力成为了一个新课题。所以,本文选择研究动态技术创新能力的提升,希望能从产品开发的组织设计入手得出动态技术创新能力的提升方案。这种研究视角具有一定创新。论文得出的研究结论对我国制造企业提升动态技术创新能力也具有一定价值。
本文首先对国内外关于动态技术创新、产品开发和组织结构的研究现状和文学进行综述,然后对组织设计和动态技术创新能力进行界定,并研究了基于产品开发的组织设计对动态技术创新能力的影响。在此基础上,本文提出并讨论了产品开发流程和职能部门相结合的动态嵌入式项目小组模式的组织结构、技术支持系统以及相关的激励方法,并且进一步提出了动态技术创新能力的系统框架和假定。采用主成分萃取法、结构方程回归分析等方法,本文通过问卷调查和建立结构方程模型从一定程度验证了动态技术创新能力的系统构架是由互补资源要素形成的积累能力以及组织设计决定的学习能力和资源重构能力组成这个研究假定。这个假定在一定程度上说明了嵌入式项目小组模式的有效性。本论文在文献分析的基础上,通过定性与定量分析相结合,对动态创新能力的特征、要素,影响因素和障碍等进行了研究;并且通过产品开发流程和组织设计相结合来探索企业动态技术创新能力的激励制度。
Technology is the origin of profits for manufacture enterprises, and dynamic technology innovation capability is the key indicator of technology strength. Under the environment of technology exacerbating, it is a new study of how to improve dynamic technology innovation capability. Therefore, I had selected improving dynamic technology innovation capability to research in this paper, hoping to get improving solutions from organizational design based on product development. The way to do the study is also an innovation. The conclusion is valuable for improving dynamic technology innovation capability in manufacturing enterprise.
In this thesis, Fist, there was a analysis of dynamic technology innovation, product development and organization structure. Second, this paper studied product development and organization design, and discuss the influence of organizational design on dynamic technology innovation capability. Third, the paper propose dynamic embedded project structure with the method of combination of product development process and functional structure. Then, the article formulate system architecture of dynamic technology innovation capability and involved assumptions. In this paper, I verity that system architecture of dynamic technology innovation is composed of complementary resource factors, learning capacity and resource reconfiguration capacity via questionnaire survey and SEM study. Learning capacity and resource reconfiguration capacity mentioned above are driven by organizational design. The assumption mentioned above confirm the validity of dynamic embedded project structure. In this paper, I had done qualitative and quantitative analysis through combining the characteristics of dynamic technology innovation capability and influence. And study on dynamic technology innovation capability was done through the combination of product development and organization design.
本文首先对国内外关于动态技术创新、产品开发和组织结构的研究现状和文学进行综述,然后对组织设计和动态技术创新能力进行界定,并研究了基于产品开发的组织设计对动态技术创新能力的影响。在此基础上,本文提出并讨论了产品开发流程和职能部门相结合的动态嵌入式项目小组模式的组织结构、技术支持系统以及相关的激励方法,并且进一步提出了动态技术创新能力的系统框架和假定。采用主成分萃取法、结构方程回归分析等方法,本文通过问卷调查和建立结构方程模型从一定程度验证了动态技术创新能力的系统构架是由互补资源要素形成的积累能力以及组织设计决定的学习能力和资源重构能力组成这个研究假定。这个假定在一定程度上说明了嵌入式项目小组模式的有效性。本论文在文献分析的基础上,通过定性与定量分析相结合,对动态创新能力的特征、要素,影响因素和障碍等进行了研究;并且通过产品开发流程和组织设计相结合来探索企业动态技术创新能力的激励制度。
Technology is the origin of profits for manufacture enterprises, and dynamic technology innovation capability is the key indicator of technology strength. Under the environment of technology exacerbating, it is a new study of how to improve dynamic technology innovation capability. Therefore, I had selected improving dynamic technology innovation capability to research in this paper, hoping to get improving solutions from organizational design based on product development. The way to do the study is also an innovation. The conclusion is valuable for improving dynamic technology innovation capability in manufacturing enterprise.
In this thesis, Fist, there was a analysis of dynamic technology innovation, product development and organization structure. Second, this paper studied product development and organization design, and discuss the influence of organizational design on dynamic technology innovation capability. Third, the paper propose dynamic embedded project structure with the method of combination of product development process and functional structure. Then, the article formulate system architecture of dynamic technology innovation capability and involved assumptions. In this paper, I verity that system architecture of dynamic technology innovation is composed of complementary resource factors, learning capacity and resource reconfiguration capacity via questionnaire survey and SEM study. Learning capacity and resource reconfiguration capacity mentioned above are driven by organizational design. The assumption mentioned above confirm the validity of dynamic embedded project structure. In this paper, I had done qualitative and quantitative analysis through combining the characteristics of dynamic technology innovation capability and influence. And study on dynamic technology innovation capability was done through the combination of product development and organization design.
引文
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[46]岳澎.流程型组织的构建研究[D].上海:同济大学, 2006
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[2] Poul Houman Andersen, Nicole Cook, Jane Marceau. Dynamic innovation strategies and stable networks in the construction industry[J]. Journal of Business Research, 2004, 57: 351-360
[3] M. ASCE, Madhav Prasad Nepal, Mohammed Fadhil Dulaimi. Dynamic Modeling for Construction Innovation[J]. Journal Of Management In Engineering, 2004, 20(4): 171-176
[4]王延峰,榭富纪.企业动态技术创新矩阵层次结构模型[J].技术经济与管理研究, 2004, 1: 52-53
[5]王述英,蓝庆新.动态创新能力是产业集群竞争优势的源泉[J].天津商学院学报, 2006, 26 (6): 1-5
[6]吴晓波,吴东.论动态的技术创新观[J].自然辩证法研究, 2009, 25(8): 33-36
[7] Teece, D. J., Pisano and A. Shuen. Dynamic capabilities and strategic management[J]. Strategic Management Journal. 1997, 18(7): 509-533.
[8]路风,张宏音,王铁民.寻求加入WTO后中国企业竞争力的源泉[J].管理世界, 2002, 2: 126-127.
[9]张胜,路风.企业竞争范围与竞争优势的源泉:企业能力范式的解释[J].世界济, 2003, 9: 59-60.
[10] Maurizio Zollo and Sidney G. Winter. Deliberate learning and the evolution of dynamic Capabilities[J]. Organization Science, 2002, 13: 339-351.
[11] Kathleen M. Eisenhardt and Jeffrey A. Martin. Dynamic capabilities: What are they?[J]. Strategic Management Journal, 2000, 21: 1105-1121.
[12] Winter, S. G. Understanding dynamic capabilities[J]. Strategic Management Journal, 2003, 24(10), 991-995.
[13] Helfat C E, Peteraf M A. The dynamic resource-based view: Capability Lifecycles[J]. Strategic Management Journal, 2003, 24: 997-1010.
[14] Zahra, S. A. and George, G. Absorptive Capability: a Review, Reconceptualization, and Extension[J]. Academy of Management Review, 2002, 27(2): 185-203.
[15] Zahra, Shaker A. and Sapienza, Harry J. and Davidsson. Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda[J]. Journal of Management Studies, 2006, 43(4): 917-955.
[16] Cepeda G, Vera D. Dynamic capabilities and operational capabilities: A knowledge management perspective[J]. Journal of Business Research, 2007, 60(5): 426-437.
[17] Protogerou, Caloghirou and Lioukas. Inside the‘black box’of dynamic capabilities: defining and analyzing their linkages to functional competences and firm performance[C]. Paper to be presented at the DRUID Tenth Anniversary Summer Conference 2005 on Dynamics of Industry and Innovation: Organiations, Networks and Systems Copenhagen. Denmark, 2005, 6: 27-29.
[18] Williamson O. E. Strategy Research: Governance and Competence. Perspectives[J]. Strategic Management Journal, 1999, 20: 1087-1108.
[19]贺小刚,李新春,方海鹰.动态能力的测量与功效:基于中国经验的实证研究[J].管理世界, 2006, 3: 94-103.
[20]贺小刚.企业家能力、组织能力与企业绩效[M].上海:上海财经大学出版社, 2006: 3-40.
[21]董俊武,黄江圳,陈震红.动态能力演化的知识模型与一个中国企业的案例分析[J].管理世界, 2004, (4): 117-127.
[22]郑胜华.企业联盟能力理论与实证研究:基于动态能力的观点[D].杭州:浙江大学. 2006: 44-57.
[23] Sriraman Bhoovaraghavan, Ashok Vasudevan, Rajan Chandran. Resolving the Process vs. Product Innovation Dilemma: A Consumer Choice Theoretic Approach[J]. Management Science, 1996, 42(2): 232-246.
[24] Robert F. Bordley. R&D Project Selection Versus R&D Project Generation[J]. IEEE Transactions On Engineering Management, 1998, 45(4): 407-413.
[25] Eugene B. Lieb. How Many R&D Projects to Develop?. IEEE Transactions On Engineering Management?[J], 1998, 45(1): 73-77.
[26] Srinivasan, W. S. Lovejoy, D. Beach. Integrated Product Design for Marketabilityand Manufacturing[J]. Marketing Research, 1997, 34(2): 154-163.
[27] K. Clark, T. Fujimoto. Product Development Performance Strategy, Organization, and Management in the World Auto Industry[M]. Harvard Business School Precess, 1991: 52-79
[28] Christoph H. Loch, Michael T. Pich. Selecting R&D Projects at BMW: A Case Study of Adopting Mathematical Programming Models[J]. IEEE Transaction on Engineering Management, 2001, 48(1): 70-80.
[29] Christoph H. Loch, Christian Terwiesth. Communication and Uncertainty in Concurrent Engineering[J]. Management Science, 1998, 44(8): 1032-1048.
[30] Tyson R. Browning, Steven D. Eppinger. Modeling Impacts of Process Architecture on Cost and Schedule Risk in Product Development[J]. IEEE Transactions On Engineering Management, 2002, 49(4): 428-442.
[31] Mohan V. Tatikonda, Stephen R. Rosenthal. Technology Novelty, Project Complexity, and Product Development Project Execution Success: A Deeper Look at Task Uncertainty in Product Innovation[J]. IEEE Transaction on Engineering Management, 2000, 47(1): 74-86.
[32] Gary L. Lilien, Eunsang Yoon. The Timing of Competitive Market Entry: An Exploratory Study of New Industrial Products[J]. Management Science, 1990, 36(5): 568-585.
[33] Venkatesh S., Gregory S. C., Lanshman K. The Advantages of Entry in the Growth Stage of the Product Life Cycle: An Empirical Analysis[J]. Journal of Marketing Research. 1999,ⅩⅩⅩⅩ(5): 269-276.
[34] Urban, G. L., Hauser. Design and Marketing New Products, 2nd Edition[M]. New Jersey: Prentice-Hall, 1993
[35] M. H. Meyer, J. M. Utterback. Product Development Cycle Time and commercial success[J]. IEEE Transaction On Engineering Management, 1995, Nov, 42(4): 297-304.
[36]任学峰.高技术企业产品战略管理[M].天津:天津大学出版社,第1版, 2000
[37] J. L. Bower, T. M. Hout. Fast-cycle capability for competitive power[J]. Harvard Business Review, 1988, 66(6): 110-118.
[38] R. E. Gomory. From the‘Ladder of Science’to the Product Development Cycle[J].Harvard Business Review1989, 68(6): 99-105.
[39] Cantoni C. J., ELiminating Bureaucracy Roots and All[J]. Managememt Review, 1993, 12
[40] Raymond L. Manganelli, Mark M. Klein. The reengineering handbook: a step-by-step guide to business transformation[M]. New York: American Management Association, 1994
[41] Allender H. D., Is Reengineering Compatible with TQM?[J]. Industrial Engineering, 1994, 9: 41-43
[42] Ligus R. G., Methods to HeLp Reengineering Your Company for Improved Agility[J]. Industrial Engineering, 1993, 1: 23-25
[43] Lopes P. F., Fine-runing Reengineering with Work-flow Automnation: Blueprint and Tool[J]. Industrial Engineering, 1993, 8: 42-46
[44] Adam P., Benchmarking and the Bottom-Line[J]. Industrial Engineering, 1995, 2: 2-9
[45] Higginson T., Communication, Commitment and Corporate Culture: The Foundation for TOM and Reengineering[J]. Industrial Engineering, 1994, 11: 9-16
[46]岳澎.流程型组织的构建研究[D].上海:同济大学, 2006
[47]朱国云.组织理论:历史与流派[M].南京:南京大学出版社, 1997: 70-95
[48]徐向艺.管理学[M].山东:山东人民出版社, 2005: 174-182
[49] Paul S, Adler. Managing flexible automation[J]. California Management Review, 1998. 30(2): 50-58
[50]徐向艺.管理学[M].山东:山东人民出版社, 2005: 44-50, 89-96
[51] D. MacGrager, The Human Side of Enterprise[M]. London: Mc-Graw-Hill, 1960: 196-220
[52] Paul R. Lawrence, Jay William Lorsch. Organization and Environment: Managing Differentiation and Integration[M]. New York: Richard D Irwin, 1969: 236-247
[53]周三多.战略管理思想史[M].上海:复旦大学出版社, 2003: 34-59
[54] Henry. MintZberg. TheStrueturing of Organizations[M]. New Jersey: Prentiee Hall, 1979: 23-34, 87-101
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