组织即兴、资源整合与新创企业绩效
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摘要
转型经济背景下,环境的动态变化既为企业带来了发展机遇,但也导致企业的决策环境更加复杂化和模糊化。对于面临资源缺陷的新创企业而言,高度不确定的环境为其的生存和发展带来严峻的挑战,如何快速即时的响应环境变化在一定程度上决定新创企业的生存。在此背景下,组织即兴研究应运而生。但是,在随机应变中"求快"的组织即兴真的可以为企业带来优质绩效吗?从资源基础观和能力视角出发,利用一个有中介的调节效用模型,本研究引入了资源整合作为中介变量以期打开组织即兴到新创企业绩效的黑箱,并探究了网络能力的中介的调节效应。文章利用bootstrapping方法对185份新创企业跨期数据进行实证研究并得出以下结论:即兴行为能够显著影响新创企业绩效,资源整合在组织即兴与新创企业绩效之间具有中介作用,而网络能力在组织即兴与绩效之间发挥着有中介的调节效应。当网络能力较高时,组织即兴对绩效的影响更强,而且,网络能力的调节作用通过资源整合的中介实现,当网络能力较高时,组织即兴通过资源整合的中介对绩效产生的积极效果更明显。本研究从资源整合视角出发探究了组织即兴影响绩效的办理,凸显了网络能力在组织即兴向绩效转化过程中的突出作用,为新创企业有效的实施即兴提供了有价值的启示。
In the context of transitional economy,the dynamic and changing market environment brings a lot of development opportunities to enterprises,and it also leads to the complexity and ambiguity of the decision-making environment of enterprises. For newventures facing resource defects,Hyper-competitive environments bring great challenges to their survival and growth.Knowing howto rapidly respond to dynamic environments can determine newventures' survival and,in this context,organizational improvisation research came into being. Organizational improvisation refers to the organization behaviors that respond to various emergencies or problems in a timely manner,emphasizing the spontaneity and creativity of decision-making and action. Although the relationship between organizational improvisation and performance has many research results, its research conclusions are not agglomerated. The main reason is the existence of mediate variables and boundary conditions,that is,the mechanism of organizational improvisation to performance is not clear. Many scholars have pointed out that the impact of organizational improvisation on firms' output is uncertain,because it will be affected by many external environmental factors in the implementation process.Therefore,this paper emphasizes newventures in the Chinese context when exploring the relationship between organizational improvisation and newventure performance.Does organizational improvisation,which seeks to facilitate rapid response to dynamic environments,really bring superior performance to firms? According to resource-based theory,the successful implementation of firm 's strategic actions requires the support of resources. In the case of breaking through resource constraints,newventures may promote organizational improvisation strategy transform to performance successfully. Therefore,from the perspective of resource-based viewand capability,using a mediated moderation model,this paper introduces resource integration as a mediating variable to explore the connection between organizational improvisation and newventure performance,and explores the mediating and moderating effects of network capability. Some 185 newventures were surveyed on two occasions. The data were analyzed with a bootstrapping methodology to obtain the following findings. Improvisation behaviors can positively and significantly influence newventure performance,and network capability has a mediating and moderating effect on the relationship between organizational improvisation and performance. At a high level of network capability,organizational improvisation has a strong impact on performance,and the moderating effect of network capability can also be realized through the mediation of resource integration. Meanwhile,at a high level of network capability,organizational improvisation has an obvious and positive impact on performance through the mediation of resource integration. From the viewof resource integration,this study opens the black box of organizational improvisation to performance,and demonstrates its role as a bridge between organizational improvisation and newventure performance,highlights the prominent role of network capabilities in the transformation process of organizational improvisation to performance,and provides valuable inspiration for newventures effectively implement improvisation. Moreover,the results of this study help to explain from the perspective of resource-based perspective that "valuable,scarce,non-imitation and irreplaceable resources are the source of competitive advantage ", and the importance of capabilities in the implementation of organizational behavior, further enriches the research related to resource integration and organizational capability. Finally,the theoretical and practical significance is discussed.
In the context of transitional economy,the dynamic and changing market environment brings a lot of development opportunities to enterprises,and it also leads to the complexity and ambiguity of the decision-making environment of enterprises. For newventures facing resource defects,Hyper-competitive environments bring great challenges to their survival and growth.Knowing howto rapidly respond to dynamic environments can determine newventures' survival and,in this context,organizational improvisation research came into being. Organizational improvisation refers to the organization behaviors that respond to various emergencies or problems in a timely manner,emphasizing the spontaneity and creativity of decision-making and action. Although the relationship between organizational improvisation and performance has many research results, its research conclusions are not agglomerated. The main reason is the existence of mediate variables and boundary conditions,that is,the mechanism of organizational improvisation to performance is not clear. Many scholars have pointed out that the impact of organizational improvisation on firms' output is uncertain,because it will be affected by many external environmental factors in the implementation process.Therefore,this paper emphasizes newventures in the Chinese context when exploring the relationship between organizational improvisation and newventure performance.Does organizational improvisation,which seeks to facilitate rapid response to dynamic environments,really bring superior performance to firms? According to resource-based theory,the successful implementation of firm 's strategic actions requires the support of resources. In the case of breaking through resource constraints,newventures may promote organizational improvisation strategy transform to performance successfully. Therefore,from the perspective of resource-based viewand capability,using a mediated moderation model,this paper introduces resource integration as a mediating variable to explore the connection between organizational improvisation and newventure performance,and explores the mediating and moderating effects of network capability. Some 185 newventures were surveyed on two occasions. The data were analyzed with a bootstrapping methodology to obtain the following findings. Improvisation behaviors can positively and significantly influence newventure performance,and network capability has a mediating and moderating effect on the relationship between organizational improvisation and performance. At a high level of network capability,organizational improvisation has a strong impact on performance,and the moderating effect of network capability can also be realized through the mediation of resource integration. Meanwhile,at a high level of network capability,organizational improvisation has an obvious and positive impact on performance through the mediation of resource integration. From the viewof resource integration,this study opens the black box of organizational improvisation to performance,and demonstrates its role as a bridge between organizational improvisation and newventure performance,highlights the prominent role of network capabilities in the transformation process of organizational improvisation to performance,and provides valuable inspiration for newventures effectively implement improvisation. Moreover,the results of this study help to explain from the perspective of resource-based perspective that "valuable,scarce,non-imitation and irreplaceable resources are the source of competitive advantage ", and the importance of capabilities in the implementation of organizational behavior, further enriches the research related to resource integration and organizational capability. Finally,the theoretical and practical significance is discussed.
引文
董保宝、葛宝山、王侃,2011,“资源整合过程,动态能力与竞争优势:机理与路径”,《管理世界》,第3期,第92-101页。
董保宝、尹璐、许杭军,2017,“探索式创新与新创企业绩效:基于多层级网络结构的交互效应研究”,《南方经济》,第3期,第42-56页。
郭润萍,2016,“手段导向、知识获取与新企业创业能力的实证研究”,《管理科学》,第3期,第13-23页。
买忆媛、叶竹馨、陈淑华,2015,“从‘兵来将挡,水来土掩’到组织惯例形成---转型经济中新企业的即兴战略研究”,《管理世界》,第8期,第147-165页。
朱秀梅、李明芳,“创业网络特征对资源获取的动态影响-基于中国转型经济的证据”,《管理世界》,第6期,第105-115页。
Brush C G,Greene P G,and Hart M M,2001,“From Initial Idea to Unique Advantage:The Entrepreneurial Challenge of Constructing a Resource Base”,The Academy of M anagement Executive,15(1):64-78.
Crossan M,Cunha M P E,and Vera D,2005,“Time and Organizational Improvisation”,Academy of M anagement Review,30(1):129-145.
Cruz-González,J.,López-Sáez,P.,Navas-López,J.E.,and Delgado-Verde,M.,2015,“Open Search Strategies and Firm Performance:The Different M oderating Role of Technological Environmental Dynamism”,Technovation,35:32-45.
Deligianni I,Voudouris I,and Lioukas S,2017,“Do Effectuation Processes Shape the Relationship betw een Product Diversification and Performance in New Ventures?”,Entrepreneurship Theory and Practice,41(3):349-377.
Dutta D K,Gw ebu K L,and Wang J,2015,“Personal Innovativeness in Technology,Related Know ledge and Experience,and Entrepreneurial Intentions in Emerging Technology Industries:A Process of Causation or Effectuation?”,International Entrepreneurship and M anagement Journal,11(3):529-555.
Fisher,G.,Kotha,S.,and Lahiri,A.,2016,“Changing With the Times:An Integrated View of Identity,Legitimacy,and New Venture Life Cycles”,Academy of M anagement Review,41(3):383-409.
Fornell C,and Larcker D F,1981,“Evaluating Structural Equation M odels w ith Unobservable Variables and M easurement Error”,Journal of marketing research,39-50.
Ge B,Hisrich R D,and Dong B,2009,“Netw orking,Resource Acquisition,and the Performance of Small and M edium-Sized Enterprises:An Empirical Study of Three M ajor Cities in China”,M anaging Global Transitions,7(3):221.
Giustiniano L,e Cunha M P,and Clegg S,2016,“The Dark Side of Organizational Improvisation:Lessons from the Sinking of Costa Concordia”,Business Horizons,59(2):223-232.
HayesA F,2013,Introduction to M ediation,M oderation,and Conditional Process Analysis:A Regression-Based Approach,Guilford Publications.
Hmieleski K M,and Baron R A,2008,“Regulatory Focus and New Venture Performance:A Study of Entrepreneurial Opportunity Exploitation under Conditions of Risk Versus Uncertainty”,Strategic Entrepreneurship Journal,2(4):285-299.
Hmieleski K M,Corbett A C,and Baron R A,2013,“Entrepreneurs’Improvisational Behavior and Firm Performance:A Study of Dispositional and Environmental M oderators”,Strategic Entrepreneurship Journal,7(2):138-150.
Jansen JJ P,Vera D,and Crossan M,2009,“Strategic Leadership for Exploration and Exploitation:The M oderating Role of Environmental Dynamism”,The Leadership Quarterly,20(1):5-18.
Levallet N,and Chan Y E,2013,“The Role of Information Systems in Organizational Improvisation:A Perspective Based on Tw o Complementary Theories”.
Li H,and Atuahene-Gima K,2001,“Product Innovation Strategy and the Performance of New Technology Ventures in China”,Academy of M anagement Journal,44(6):1123-1134.
M cdougall P P,Covin J G,and Jr R B R,1994,“The Effects of Industry Grow th and Strategic Breadth on New Venture Performance and Strategy Content”,Strategic M anagement Journal,15(7):537-554.
M ullins J W,and Komisar R,2009,Getting to Plan B,Harvard Business Press.
Patel P C,and Terjesen S,2011,“Complementary Effects of Netw ork Range and Tie Strength in Enhancing Transnational Venture Performance”,Strategic Entrepreneurship Journal,5(1):58-80.
Podsakoff P M,and Organ D W,1986,“Self-reports in Organizational Research:Problems and Prospects”,Journal of management,12(4):531-544.
Read S,Song M,and Smit W,2009,“A M eta-analytic Review of Effectuation and Venture Performance”,Journal of business venturing,24(6):573-587.
Reinholt M,Pedersen T,and Foss N J,2011,“Why a Central Netw ork Position isn't Enough:The Role of M otivation and Ability for Know ledge Sharing in Employee Netw orks”,Academy of M anagement Journal,54(6):1277-1297.
Reymen I M M J,Andries P,and Berends H,2015,“Understanding Dynamics of Strategic Decision M aking in Venture Creation:A Process Study of Effectuation and Causation”,Strategic entrepreneurship journal,9(4):351-379.
Sirmon D G,Hitt M A,and Ireland R D,2011,“Resource Orchestration to Create Competitive Advantage:Breadth,Depth,and Life Cycle Effects”,Journal of management,37(5):1390-1412.
Vera D,and Crossan M,2005,“Improvisation and Innovative Performance in Teams”,Organization Science,16(3):203-224.
Wales W J,Patel P C,and Parida V,2013,“Nonlinear Effects of Entrepreneurial Orientation on Small Firm Performance:The M oderating Role of Resource Orchestration Capabilities”,Strategic Entrepreneurship Journal,7(2):93-121.
Walter A,Auer M,and Ritter T,2006,“The Impact of Netw ork Capabilities and Entrepreneurial Orientation on University Spin-Off Performance”,Journal of business venturing,21(4):541-567.
Welter C,M auer R,and Wuebker R J,2016,“Bridging Behavioral M odels and Theoretical Concepts:Effectuation and Bricolage in the Opportunity Creation Framew ork”,Strategic Entrepreneurship Journal,10(1):5-20.
Yang Z,and Su C,2014,“Institutional Theory in Business M arketing:A Conceptual Framew ork and Future Directions”,Industrial M arketing M anagement,43(5):721-725.
Zahra S A,and Bogner W C,2000,“Technology Strategy and Softw are New Ventures'Performance:Exploring the M oderating Effect of the Competitive Environment”,Journal of business venturing,15(2):135-173.
Zhang J A,Edgar F,and Geare A,2016,“The Interactive Effects of Entrepreneurial Orientation and Capability-Based HRM on Firm Performance:The M ediating Role of Innovation Ambidexterity”,Industrial M arketing M anagement,59:131-143.
Zheng Y,and M ai Y,2013,“A Contextualized Transactive M emory System View on How Founding Teams Respond to Surprises:Evidence from China”,Strategic Entrepreneurship Journal,7(3):197-213.
(1)一些学者认为组织即兴和资源整合在概念上具有一定的重合性,而实质上二者并无重合(如Deligianni et al.,2017)。具体原因主要体现在以下两点:第一,组织即兴与资源整合分别基于效果推理理论和资源依赖理论提出,在理论上不存在交叉联系。第二,组织即兴的核心特质是创造性和自发性。创造性在组织即兴中并非是产出结果的创新,它强调即兴行为本身的新奇和有益的搜寻,即搜寻有用的观点(Dutta et al.,2015)。国内一些学者将资源整合看作是即兴的一个子维度,但笔者在参阅了大量的文献后发现,英文文献并不支持此观点(如Dutta et al.,2015),也即即兴行为与资源整合是两个不同的概念(Deligianni et al.,2017)。即兴行为强调随机应变,见机行事。这个“机”更多的是指形势的变化,所以很多文献强调即兴本身对绩效的影响是不确定的(Welter et al.,2016)。如何让即兴行为发挥最优效用,打开它到绩效的黑箱,揭示它们之间的作用机制,是本文研究的核心,资源整合的引入解决了这一难题。本研究所用的即兴行为的测量指标与资源整合的测量指标也没有重复或类似的题项。
董保宝、尹璐、许杭军,2017,“探索式创新与新创企业绩效:基于多层级网络结构的交互效应研究”,《南方经济》,第3期,第42-56页。
郭润萍,2016,“手段导向、知识获取与新企业创业能力的实证研究”,《管理科学》,第3期,第13-23页。
买忆媛、叶竹馨、陈淑华,2015,“从‘兵来将挡,水来土掩’到组织惯例形成---转型经济中新企业的即兴战略研究”,《管理世界》,第8期,第147-165页。
朱秀梅、李明芳,“创业网络特征对资源获取的动态影响-基于中国转型经济的证据”,《管理世界》,第6期,第105-115页。
Brush C G,Greene P G,and Hart M M,2001,“From Initial Idea to Unique Advantage:The Entrepreneurial Challenge of Constructing a Resource Base”,The Academy of M anagement Executive,15(1):64-78.
Crossan M,Cunha M P E,and Vera D,2005,“Time and Organizational Improvisation”,Academy of M anagement Review,30(1):129-145.
Cruz-González,J.,López-Sáez,P.,Navas-López,J.E.,and Delgado-Verde,M.,2015,“Open Search Strategies and Firm Performance:The Different M oderating Role of Technological Environmental Dynamism”,Technovation,35:32-45.
Deligianni I,Voudouris I,and Lioukas S,2017,“Do Effectuation Processes Shape the Relationship betw een Product Diversification and Performance in New Ventures?”,Entrepreneurship Theory and Practice,41(3):349-377.
Dutta D K,Gw ebu K L,and Wang J,2015,“Personal Innovativeness in Technology,Related Know ledge and Experience,and Entrepreneurial Intentions in Emerging Technology Industries:A Process of Causation or Effectuation?”,International Entrepreneurship and M anagement Journal,11(3):529-555.
Fisher,G.,Kotha,S.,and Lahiri,A.,2016,“Changing With the Times:An Integrated View of Identity,Legitimacy,and New Venture Life Cycles”,Academy of M anagement Review,41(3):383-409.
Fornell C,and Larcker D F,1981,“Evaluating Structural Equation M odels w ith Unobservable Variables and M easurement Error”,Journal of marketing research,39-50.
Ge B,Hisrich R D,and Dong B,2009,“Netw orking,Resource Acquisition,and the Performance of Small and M edium-Sized Enterprises:An Empirical Study of Three M ajor Cities in China”,M anaging Global Transitions,7(3):221.
Giustiniano L,e Cunha M P,and Clegg S,2016,“The Dark Side of Organizational Improvisation:Lessons from the Sinking of Costa Concordia”,Business Horizons,59(2):223-232.
HayesA F,2013,Introduction to M ediation,M oderation,and Conditional Process Analysis:A Regression-Based Approach,Guilford Publications.
Hmieleski K M,and Baron R A,2008,“Regulatory Focus and New Venture Performance:A Study of Entrepreneurial Opportunity Exploitation under Conditions of Risk Versus Uncertainty”,Strategic Entrepreneurship Journal,2(4):285-299.
Hmieleski K M,Corbett A C,and Baron R A,2013,“Entrepreneurs’Improvisational Behavior and Firm Performance:A Study of Dispositional and Environmental M oderators”,Strategic Entrepreneurship Journal,7(2):138-150.
Jansen JJ P,Vera D,and Crossan M,2009,“Strategic Leadership for Exploration and Exploitation:The M oderating Role of Environmental Dynamism”,The Leadership Quarterly,20(1):5-18.
Levallet N,and Chan Y E,2013,“The Role of Information Systems in Organizational Improvisation:A Perspective Based on Tw o Complementary Theories”.
Li H,and Atuahene-Gima K,2001,“Product Innovation Strategy and the Performance of New Technology Ventures in China”,Academy of M anagement Journal,44(6):1123-1134.
M cdougall P P,Covin J G,and Jr R B R,1994,“The Effects of Industry Grow th and Strategic Breadth on New Venture Performance and Strategy Content”,Strategic M anagement Journal,15(7):537-554.
M ullins J W,and Komisar R,2009,Getting to Plan B,Harvard Business Press.
Patel P C,and Terjesen S,2011,“Complementary Effects of Netw ork Range and Tie Strength in Enhancing Transnational Venture Performance”,Strategic Entrepreneurship Journal,5(1):58-80.
Podsakoff P M,and Organ D W,1986,“Self-reports in Organizational Research:Problems and Prospects”,Journal of management,12(4):531-544.
Read S,Song M,and Smit W,2009,“A M eta-analytic Review of Effectuation and Venture Performance”,Journal of business venturing,24(6):573-587.
Reinholt M,Pedersen T,and Foss N J,2011,“Why a Central Netw ork Position isn't Enough:The Role of M otivation and Ability for Know ledge Sharing in Employee Netw orks”,Academy of M anagement Journal,54(6):1277-1297.
Reymen I M M J,Andries P,and Berends H,2015,“Understanding Dynamics of Strategic Decision M aking in Venture Creation:A Process Study of Effectuation and Causation”,Strategic entrepreneurship journal,9(4):351-379.
Sirmon D G,Hitt M A,and Ireland R D,2011,“Resource Orchestration to Create Competitive Advantage:Breadth,Depth,and Life Cycle Effects”,Journal of management,37(5):1390-1412.
Vera D,and Crossan M,2005,“Improvisation and Innovative Performance in Teams”,Organization Science,16(3):203-224.
Wales W J,Patel P C,and Parida V,2013,“Nonlinear Effects of Entrepreneurial Orientation on Small Firm Performance:The M oderating Role of Resource Orchestration Capabilities”,Strategic Entrepreneurship Journal,7(2):93-121.
Walter A,Auer M,and Ritter T,2006,“The Impact of Netw ork Capabilities and Entrepreneurial Orientation on University Spin-Off Performance”,Journal of business venturing,21(4):541-567.
Welter C,M auer R,and Wuebker R J,2016,“Bridging Behavioral M odels and Theoretical Concepts:Effectuation and Bricolage in the Opportunity Creation Framew ork”,Strategic Entrepreneurship Journal,10(1):5-20.
Yang Z,and Su C,2014,“Institutional Theory in Business M arketing:A Conceptual Framew ork and Future Directions”,Industrial M arketing M anagement,43(5):721-725.
Zahra S A,and Bogner W C,2000,“Technology Strategy and Softw are New Ventures'Performance:Exploring the M oderating Effect of the Competitive Environment”,Journal of business venturing,15(2):135-173.
Zhang J A,Edgar F,and Geare A,2016,“The Interactive Effects of Entrepreneurial Orientation and Capability-Based HRM on Firm Performance:The M ediating Role of Innovation Ambidexterity”,Industrial M arketing M anagement,59:131-143.
Zheng Y,and M ai Y,2013,“A Contextualized Transactive M emory System View on How Founding Teams Respond to Surprises:Evidence from China”,Strategic Entrepreneurship Journal,7(3):197-213.
(1)一些学者认为组织即兴和资源整合在概念上具有一定的重合性,而实质上二者并无重合(如Deligianni et al.,2017)。具体原因主要体现在以下两点:第一,组织即兴与资源整合分别基于效果推理理论和资源依赖理论提出,在理论上不存在交叉联系。第二,组织即兴的核心特质是创造性和自发性。创造性在组织即兴中并非是产出结果的创新,它强调即兴行为本身的新奇和有益的搜寻,即搜寻有用的观点(Dutta et al.,2015)。国内一些学者将资源整合看作是即兴的一个子维度,但笔者在参阅了大量的文献后发现,英文文献并不支持此观点(如Dutta et al.,2015),也即即兴行为与资源整合是两个不同的概念(Deligianni et al.,2017)。即兴行为强调随机应变,见机行事。这个“机”更多的是指形势的变化,所以很多文献强调即兴本身对绩效的影响是不确定的(Welter et al.,2016)。如何让即兴行为发挥最优效用,打开它到绩效的黑箱,揭示它们之间的作用机制,是本文研究的核心,资源整合的引入解决了这一难题。本研究所用的即兴行为的测量指标与资源整合的测量指标也没有重复或类似的题项。
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