战略创业视角下的双元型组织构建路径研究——基于海尔、华为、小米三家制造企业的案例分析
发布时间：2018-07-15 18:01
【摘要】：从战略创业视角,探讨双元型组织的构建路径。通过海尔、华为和小米三家制造企业的案例研究发现:第一,高管团队认知和行为整合协同耦合,共同成为企业战略创业的驱动因素。第二,战略创业由组织学习、网络关系、战略更新和模式重构四个核心要素组成。这些要素以互补的方式结合在一起,使企业同步搜索机会与优势成为可能。第三,动态能力在战略创业影响双元型组织的过程中起到了正向调节作用。第四,创业环境为整个双元型组织的构建过程提供了有力支撑。第五,组织双元建设是战略创业各要素协同演化的过程。其演化路径沿着"组织单元型—组织过渡型—组织双元型"的方向跃升发展。
[Abstract]:From the perspective of strategic entrepreneurship, this paper discusses the construction path of dual-element organization. Through the case studies of Haier, Huawei and Xiaomi, it is found that: first, the cognitive and behavioral integration of the executive team has become the driving factor of strategic entrepreneurship. Second, strategic entrepreneurship consists of four core elements: organizational learning, network relationship, strategic renewal and pattern reconstruction. These elements are combined in a complementary way, making it possible for enterprises to synchronize search opportunities and advantages. Third, dynamic ability plays a positive role in the process of strategic entrepreneurship affecting dual organization. Fourth, the entrepreneurial environment provides a strong support for the construction process of the dual-element organization. Fifth, organizational duality is the process of co-evolution of various elements of strategic entrepreneurship. Its evolution path leaps and develops along the direction of "organizational unit type-organizational transition type-organizational double element type".
【作者单位】： 南京工业大学经济与管理学院;
【基金】：国家社会科学基金项目“国家创新视角下的‘中国式企业’创新现象、特征及其牵引机制研究”(项目编号:14BGL068)
【分类号】：F426.6
本文编号：2124903
[Abstract]:From the perspective of strategic entrepreneurship, this paper discusses the construction path of dual-element organization. Through the case studies of Haier, Huawei and Xiaomi, it is found that: first, the cognitive and behavioral integration of the executive team has become the driving factor of strategic entrepreneurship. Second, strategic entrepreneurship consists of four core elements: organizational learning, network relationship, strategic renewal and pattern reconstruction. These elements are combined in a complementary way, making it possible for enterprises to synchronize search opportunities and advantages. Third, dynamic ability plays a positive role in the process of strategic entrepreneurship affecting dual organization. Fourth, the entrepreneurial environment provides a strong support for the construction process of the dual-element organization. Fifth, organizational duality is the process of co-evolution of various elements of strategic entrepreneurship. Its evolution path leaps and develops along the direction of "organizational unit type-organizational transition type-organizational double element type".
【作者单位】： 南京工业大学经济与管理学院;
【基金】：国家社会科学基金项目“国家创新视角下的‘中国式企业’创新现象、特征及其牵引机制研究”(项目编号:14BGL068)
【分类号】：F426.6
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