外部知识获取与内部知识创造的融合——组织交互嵌入情境下的跨界团队
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摘要
外部知识获取和内部知识创造作为两种不同的组织知识活动方式,在为企业带来新组织知识的同时,也会让企业陷入两难境界。之所以出现这种情况,最为关键的原因是两种活动对有限资源的竞争而导致的冲突。针对此问题,以往研究更多强调的是通过均衡的方式加以协调。但是现实中,企业很难精准地把握两者间的资源配置,不能有效利用两种活动来服务企业创新。跨界团队是企业在与外部相关组织合作的过程中,跨越组织边界并嵌入合作方的内部价值链,与其进行有效融合来完成价值共创的特殊业务单元。通过运用跨界团队可以设置"缓冲地带"和实现"取长补短"以融合两种知识活动,从而降低组织创新活动的风险和成本。作为组织知识活动的新载体和执行单元,跨界团队存在于组织交互嵌入的情境中,通过建立叠加的整体性联结来形成独特的运作机制,使得合作双方实现多维度的衔接与融合,从而增强组织间知识交互活动的质量。
As two different knowledge activities,acquiring knowledge outside and creating knowledge inside can not only provide the enterprise with new organization knowledge,but make the enterprise confront a dilemma created by the two activities competing the limited resources.Previous researches tried to solve the dilemma through balancing the two activities.However,it is difficult for the enterprise in reality to configure the resources between the two activities which make them inefficiently serve the enterprise innovation.The advantage of the boundary-spanning team is to combine the two knowledge activities more effective through the "buffer zone" and overcoming one's weaknesses by acquiring other's strong points,which reduces the risk and costs of innovation activities.The boundary-spanning team is a special business unit embedded in the value chain of the cooperator spanning the organization boundary,which is formed during the cooperation with other organization,to achieve the value creation through the effective combination with the cooperator.As the carrier and executing unit of organization knowledge activities,the boundary-spanning team exists in the special organization boundary context to create the overlying integrity joint forming the special operation mechanism,which makes the two cooperation sides connect and combine together from the multi-dimensions,so that the level and quality of knowledge interaction activity are strengthened.
As two different knowledge activities,acquiring knowledge outside and creating knowledge inside can not only provide the enterprise with new organization knowledge,but make the enterprise confront a dilemma created by the two activities competing the limited resources.Previous researches tried to solve the dilemma through balancing the two activities.However,it is difficult for the enterprise in reality to configure the resources between the two activities which make them inefficiently serve the enterprise innovation.The advantage of the boundary-spanning team is to combine the two knowledge activities more effective through the "buffer zone" and overcoming one's weaknesses by acquiring other's strong points,which reduces the risk and costs of innovation activities.The boundary-spanning team is a special business unit embedded in the value chain of the cooperator spanning the organization boundary,which is formed during the cooperation with other organization,to achieve the value creation through the effective combination with the cooperator.As the carrier and executing unit of organization knowledge activities,the boundary-spanning team exists in the special organization boundary context to create the overlying integrity joint forming the special operation mechanism,which makes the two cooperation sides connect and combine together from the multi-dimensions,so that the level and quality of knowledge interaction activity are strengthened.
引文
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[3]王涛,任荣.组织知识更新中的跨层次知识转移——基于组织学习层次分工的视角[J].科学学与科学技术管理,2010(3):94-100.
[4]ZHAO Z J,ANAND J.Beyond boundary spanners:the ‘collective bridge’ as an efficient interunit structure for transferring collective knowledge[J].Strategic Management Journal,2013,34(13):1513-1530.
[5]NONAKA I.A dynamic theory of organizational knowledge creation[J].Organization Science,1994,5(1):14-37.
[6]CECCAGNOLI M,JIANG L.The cost of integrating external technologies:supply and demand drivers of value creation in the markets for technology[J].Strategic Management Journal,2013,34(4):404-425.
[7]LAURSEN K,SALTER A.Open for innovation:the role of openness in explaining innovation performance among U.K.manufacturing firms[J].Strategic Management Journal,2006,27(2):131-150.
[8]CROSSAN M M,LANE H W,WHITE R E.An organizational learning framework:from intuition to institution[J].Academy of Management Review,1999,24(3):522-537.
[9]SCHROEDER R G,BATES K A,JUNTTILA M A.A resource-based view of manufacturing strategy and the relationship to manufacturing performance[J].Strategic Management Journal,2002,23(2):105-117.
[10]YLI-RENKO H,AUTIO E,SAPIENZA H J.Social capital,knowledge acquisition,and knowledge exploitation in young technology-based firms[J].Strategic Management Journal,2001,22(6/7):581-613.
[11]WILLIAMSON O E.The economics of organization:the transaction cost approach[J].American Journal of Sociology,1981,87(3):548–577.
[12]CROSS R L,YAN A,LOUIS M R.Boundary activities in ‘boundaryless’ organizations:a case study of a transformation to a team-based structure[J].Human Relations,2000,53(6):841-868.
[13]KOGUT B,ZANDER U.Knowledge of the firm,combinative capabilities,and the replication of technology[J].Organization Science,1992,3(3):383-397.
[14]MCEVILY B,SODA G,TORTORIELLO M.More formally:rediscovering the missing link between formal organization and informal social structure[J].The Academy of Management Annals,2014,8(1):299-345.
[15]KATZ R,ALLEN T J.Investigating the Not Invented Here (NIH) syndrome:a look at the performance,tenure,and communication patterns of 50 R&D project groups[J].R&D Management,1982,12(1):7-20.
[16]BARLEY S R,KUNDA G.Bringing work back in[J].Organization Science,2001,12(1):76-95.
[17]ALDRICH H,HERKER D.Boundary spanning roles and organization structure[J].Academy of Management Review,1977,2(2):217-230.
[18]FRIEDMAN R A,PODOLNY J.Differentiation of boundary spanning roles:labor negotiations and implications for role conflict[J].Administrative Science Quarterly,1992,37(1):28-47.
[19]陈金亮,王涛.组织资本推动下的知识运行:作用机理与情境分析[J].管理评论,2013(8):92-101.
[20]ANDERSEN P H,KRAGH H,LETTL C.Spanning organizational boundaries to manage creative processes:the case of the LEGO group[J].Industrial Marketing Management,2013,42(1):125-134.
[21]凌斌.团队边界活动的概念构思、影响因素和结果[J].心理学进展,2012(2):198-205.
[22]WYNSTRA F,AXELSSON B,VAN DER VALK W.An application-based classification to understand buyer-supplier interaction in business services[J].International Journal of Service Industry Management,2006,17(5):474-496.
[23]ZOLLO M,WINTER S G.Deliberate learning and the evolution of dynamic capabilities[J].Organization Science,2002,13(3):339-351.
[24]ANCONA D G,CALDWELL D F.Demography and design:predictors of new product team performance[J].Organization Science,1992,3(3):321-341.
[25]MARRONE J A,TESLUK P E,CARSON J B.A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior[J].Academy of Management Journal,2007,50(6):1423-1439.
[26]GIBSON C B,DIBBLE R D.Culture inside and out:developing the collective capability to externally adjust,advances in cultural intelligence[M]// ANG S,VAN DYNE L.Advances in cultural intelligence.New York:Sharpe,2008.
[27]SENGE P M.The fifth discipline:the art & practice of the learning organization[M].New York:Doubleday Currency,1990.
[28]DAY G S.The capabilities of market-driven organizations[J].Journal of Marketing,1994,58(4):37-52.
[29]王涛,邓荣霖.社会嵌入视角下的能力构建研究[J].经济理论与经济管理,2010(9):57-62.
[30]罗珉,王雎.中间组织理论:基于不确定性与缓冲视角[J].中国工业经济,2005(10):106-114.
[31]熊伟,奉小斌,陈丽琼.国外跨界搜寻研究回顾与展望[J].外国经济与管理,2011(6):18-26.
[32]FLEMING L,WAGUESPACK D M.Brokerage,boundary spanning,and leadership in open innovation communities[J].Organization Science,2007,18(2):165-335.
[33]LOMI A,LUSHER D,PATTISON P E,et al.The focused organization of advice relations:a study in boundary crossing[J].Organization Science,2014,25(2):438-457.
[34]TORTORIELLO M,KRACKHARDT D.Activating cross-boundary knowledge:the role of Simmelian ties in the generation of innovations[J].Academy of Management Journal,2010,53(1):167-181.
[35]ROSENKOPF L,NERKAR A.Beyond local search:boundary-spanning,exploration,and impact in the optical disk industry[J].Strategic Management Journal,2001,22(4):287-306.
[36]SARMENTO M,SIMOES C,FARHANGMEHR M.Applying a relationship marketing perspective to B2B trade fairs:the role of socialization episodes[J].Industrial Marketing Management,2015,44:131-141.
[37]王凤彬,郑腾豪,刘刚.企业组织变革的动态演化过程——基于海尔和IBM纵向案例的生克化制激励机理的探讨[J].中国工业经济,2018(6):174-192.
[38]FRAZIER G L,SPEKMAN R E,O’NEAL C R.Just-in-time exchange relationships in industrial markets[J].Journal of Marketing,1988,52(4):52-67.
[39]DYER J H,HATCH N W.Relation-specific capabilities and barriers to knowledge transfers:creating advantage through network relationships[J].Strategic Management Journal,2006,27(8):701-719.
[40]PRIEM R L.A consumer perspective on value creation[J].Academy of Management Review,2007,32(1):219-235.
[41]MEYER K E,MUDAMBI R,NARULA R.Multinational enterprises and local contexts:the opportunities and challenges of multiple embeddedness[J].Journal of Management Studies,2011,48(2):235-252.
[42]JEPPESEN L B,LAKHANI K R.Marginally and problem-solving effectiveness in broadcast search[J].Organization Science,2010,21(5):1016-1033.
[43]陈建勋,凌媛媛,王涛.组织结构对技术创新影响作用的实证研究[J].管理评论,2011(7):62-71.
[44]JOHANNESSEN J,OLSEN B.The future of value creation and innovations:aspects of a theory of value creation and innovation in a global knowledge economy[J].International Journal of Information Management,2010,30(6):502–511.
[45]DAFT R L.Management[M].Chicago:The Dryden press,1991.
[46]LEVITT B,MARCH J G.Organizational learning[J].Annual Review of Sociology,1988,14:319-340.
[47]POLANYI M.Tacit knowing:its bearing on some problems of philosophy[J].Review of Modern Physics,1962,34(4):601-615.
[48]LEPAK D P,SMITH K G,TAYLOR M S.Value creation and value capture:a multilevel perspective[J].Academy of Management Review,2007,32(1):180-194.
[49]GALUNIC D C,EISENHARDT K M.The evolution of intracorporate domains:divisional charter losses in high-technology multidivisional corporations[J].Organization Science,1996,7(3):255-282.
[50]VERKASALO M,LAPPALAINEN P.A method of measuring the efficiency of the knowledge utilization process[J].IEEE Transactions on Engineering Management,1998,45(4):414-423.
[51]BAUM J A C,INGRAM P.Survival-enhancing learning in the Manhattan hotel industry,1898-1980[J].Management Science,1998,44(7):996-1016.
[52]LA ROCCA A,SNEHOTA I.Relating in business networks:innovation in practice[J].Industrial Marketing Management,2014,43(3):441-447.
[53]FARAJ S,YAN A.Boundary work in knowledge teams[J].Journal of Applied Psychology,2009,94(3):604-617.
[54]MONTEIRO F,BIRKINSHAW J.The external knowledge sourcing process in multinational corporations[J].Strategic Management Journal,2017,38(2):342-362.
(1)本文中的跨界团队运作情境设定在供应商与购买商间的关系中,即供应商通过派驻跨界团队进入购买商组织内部来执行具体的业务活动。从隶属关系来看,跨界团队属于供应商的有机组成部分,为了更清晰展示跨界团队的概念、角色和运作机制,在本文中将供应商界定为企业,而将购买商界定为合作方。
[2]NONAKA I,TAKEUCHI H.The knowledge-creating company:how Japanese companies create the dynamics of innovation[M].New York:Oxford University Press,1995.
[3]王涛,任荣.组织知识更新中的跨层次知识转移——基于组织学习层次分工的视角[J].科学学与科学技术管理,2010(3):94-100.
[4]ZHAO Z J,ANAND J.Beyond boundary spanners:the ‘collective bridge’ as an efficient interunit structure for transferring collective knowledge[J].Strategic Management Journal,2013,34(13):1513-1530.
[5]NONAKA I.A dynamic theory of organizational knowledge creation[J].Organization Science,1994,5(1):14-37.
[6]CECCAGNOLI M,JIANG L.The cost of integrating external technologies:supply and demand drivers of value creation in the markets for technology[J].Strategic Management Journal,2013,34(4):404-425.
[7]LAURSEN K,SALTER A.Open for innovation:the role of openness in explaining innovation performance among U.K.manufacturing firms[J].Strategic Management Journal,2006,27(2):131-150.
[8]CROSSAN M M,LANE H W,WHITE R E.An organizational learning framework:from intuition to institution[J].Academy of Management Review,1999,24(3):522-537.
[9]SCHROEDER R G,BATES K A,JUNTTILA M A.A resource-based view of manufacturing strategy and the relationship to manufacturing performance[J].Strategic Management Journal,2002,23(2):105-117.
[10]YLI-RENKO H,AUTIO E,SAPIENZA H J.Social capital,knowledge acquisition,and knowledge exploitation in young technology-based firms[J].Strategic Management Journal,2001,22(6/7):581-613.
[11]WILLIAMSON O E.The economics of organization:the transaction cost approach[J].American Journal of Sociology,1981,87(3):548–577.
[12]CROSS R L,YAN A,LOUIS M R.Boundary activities in ‘boundaryless’ organizations:a case study of a transformation to a team-based structure[J].Human Relations,2000,53(6):841-868.
[13]KOGUT B,ZANDER U.Knowledge of the firm,combinative capabilities,and the replication of technology[J].Organization Science,1992,3(3):383-397.
[14]MCEVILY B,SODA G,TORTORIELLO M.More formally:rediscovering the missing link between formal organization and informal social structure[J].The Academy of Management Annals,2014,8(1):299-345.
[15]KATZ R,ALLEN T J.Investigating the Not Invented Here (NIH) syndrome:a look at the performance,tenure,and communication patterns of 50 R&D project groups[J].R&D Management,1982,12(1):7-20.
[16]BARLEY S R,KUNDA G.Bringing work back in[J].Organization Science,2001,12(1):76-95.
[17]ALDRICH H,HERKER D.Boundary spanning roles and organization structure[J].Academy of Management Review,1977,2(2):217-230.
[18]FRIEDMAN R A,PODOLNY J.Differentiation of boundary spanning roles:labor negotiations and implications for role conflict[J].Administrative Science Quarterly,1992,37(1):28-47.
[19]陈金亮,王涛.组织资本推动下的知识运行:作用机理与情境分析[J].管理评论,2013(8):92-101.
[20]ANDERSEN P H,KRAGH H,LETTL C.Spanning organizational boundaries to manage creative processes:the case of the LEGO group[J].Industrial Marketing Management,2013,42(1):125-134.
[21]凌斌.团队边界活动的概念构思、影响因素和结果[J].心理学进展,2012(2):198-205.
[22]WYNSTRA F,AXELSSON B,VAN DER VALK W.An application-based classification to understand buyer-supplier interaction in business services[J].International Journal of Service Industry Management,2006,17(5):474-496.
[23]ZOLLO M,WINTER S G.Deliberate learning and the evolution of dynamic capabilities[J].Organization Science,2002,13(3):339-351.
[24]ANCONA D G,CALDWELL D F.Demography and design:predictors of new product team performance[J].Organization Science,1992,3(3):321-341.
[25]MARRONE J A,TESLUK P E,CARSON J B.A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior[J].Academy of Management Journal,2007,50(6):1423-1439.
[26]GIBSON C B,DIBBLE R D.Culture inside and out:developing the collective capability to externally adjust,advances in cultural intelligence[M]// ANG S,VAN DYNE L.Advances in cultural intelligence.New York:Sharpe,2008.
[27]SENGE P M.The fifth discipline:the art & practice of the learning organization[M].New York:Doubleday Currency,1990.
[28]DAY G S.The capabilities of market-driven organizations[J].Journal of Marketing,1994,58(4):37-52.
[29]王涛,邓荣霖.社会嵌入视角下的能力构建研究[J].经济理论与经济管理,2010(9):57-62.
[30]罗珉,王雎.中间组织理论:基于不确定性与缓冲视角[J].中国工业经济,2005(10):106-114.
[31]熊伟,奉小斌,陈丽琼.国外跨界搜寻研究回顾与展望[J].外国经济与管理,2011(6):18-26.
[32]FLEMING L,WAGUESPACK D M.Brokerage,boundary spanning,and leadership in open innovation communities[J].Organization Science,2007,18(2):165-335.
[33]LOMI A,LUSHER D,PATTISON P E,et al.The focused organization of advice relations:a study in boundary crossing[J].Organization Science,2014,25(2):438-457.
[34]TORTORIELLO M,KRACKHARDT D.Activating cross-boundary knowledge:the role of Simmelian ties in the generation of innovations[J].Academy of Management Journal,2010,53(1):167-181.
[35]ROSENKOPF L,NERKAR A.Beyond local search:boundary-spanning,exploration,and impact in the optical disk industry[J].Strategic Management Journal,2001,22(4):287-306.
[36]SARMENTO M,SIMOES C,FARHANGMEHR M.Applying a relationship marketing perspective to B2B trade fairs:the role of socialization episodes[J].Industrial Marketing Management,2015,44:131-141.
[37]王凤彬,郑腾豪,刘刚.企业组织变革的动态演化过程——基于海尔和IBM纵向案例的生克化制激励机理的探讨[J].中国工业经济,2018(6):174-192.
[38]FRAZIER G L,SPEKMAN R E,O’NEAL C R.Just-in-time exchange relationships in industrial markets[J].Journal of Marketing,1988,52(4):52-67.
[39]DYER J H,HATCH N W.Relation-specific capabilities and barriers to knowledge transfers:creating advantage through network relationships[J].Strategic Management Journal,2006,27(8):701-719.
[40]PRIEM R L.A consumer perspective on value creation[J].Academy of Management Review,2007,32(1):219-235.
[41]MEYER K E,MUDAMBI R,NARULA R.Multinational enterprises and local contexts:the opportunities and challenges of multiple embeddedness[J].Journal of Management Studies,2011,48(2):235-252.
[42]JEPPESEN L B,LAKHANI K R.Marginally and problem-solving effectiveness in broadcast search[J].Organization Science,2010,21(5):1016-1033.
[43]陈建勋,凌媛媛,王涛.组织结构对技术创新影响作用的实证研究[J].管理评论,2011(7):62-71.
[44]JOHANNESSEN J,OLSEN B.The future of value creation and innovations:aspects of a theory of value creation and innovation in a global knowledge economy[J].International Journal of Information Management,2010,30(6):502–511.
[45]DAFT R L.Management[M].Chicago:The Dryden press,1991.
[46]LEVITT B,MARCH J G.Organizational learning[J].Annual Review of Sociology,1988,14:319-340.
[47]POLANYI M.Tacit knowing:its bearing on some problems of philosophy[J].Review of Modern Physics,1962,34(4):601-615.
[48]LEPAK D P,SMITH K G,TAYLOR M S.Value creation and value capture:a multilevel perspective[J].Academy of Management Review,2007,32(1):180-194.
[49]GALUNIC D C,EISENHARDT K M.The evolution of intracorporate domains:divisional charter losses in high-technology multidivisional corporations[J].Organization Science,1996,7(3):255-282.
[50]VERKASALO M,LAPPALAINEN P.A method of measuring the efficiency of the knowledge utilization process[J].IEEE Transactions on Engineering Management,1998,45(4):414-423.
[51]BAUM J A C,INGRAM P.Survival-enhancing learning in the Manhattan hotel industry,1898-1980[J].Management Science,1998,44(7):996-1016.
[52]LA ROCCA A,SNEHOTA I.Relating in business networks:innovation in practice[J].Industrial Marketing Management,2014,43(3):441-447.
[53]FARAJ S,YAN A.Boundary work in knowledge teams[J].Journal of Applied Psychology,2009,94(3):604-617.
[54]MONTEIRO F,BIRKINSHAW J.The external knowledge sourcing process in multinational corporations[J].Strategic Management Journal,2017,38(2):342-362.
(1)本文中的跨界团队运作情境设定在供应商与购买商间的关系中,即供应商通过派驻跨界团队进入购买商组织内部来执行具体的业务活动。从隶属关系来看,跨界团队属于供应商的有机组成部分,为了更清晰展示跨界团队的概念、角色和运作机制,在本文中将供应商界定为企业,而将购买商界定为合作方。
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