供应链协同创新中知识转移的收益共享机制

研究由一个供应商和一个制造商组成的二级供应链协同创新中的知识转移问题,分析了分散决策、集中决策、普通收益共享决策和议价条件下的收益共享决策时四种情形对供应链协同创新中知识转移决策的影响,比较了四种决策情况下的相关变量的大小和在不同知识吸收能力下的变化规律。结果发现：收益共享契约机制可显著提高供应链协同创新中的知识转移数量,有利于提高供应链的整体利润,还有助于降低产品零售价格、批发价格等,并且议价条件下的收益共享契约机制比普通的收益共享契约机制效果更为明显。研究表明收益共享契约机制能够有效地促进供应链企业间的协同创新,同时供应链企业间的知识吸收能力也会影响到供应链协同创新的效率。     

知识协同管理平台概述

企业为了提高竞争力,已经不满足于只对显性知识的管理,也开始注重对隐性知识的管理。而现今的大多数知识协同管理工具没有注重对隐性知识的管理。从而因人员的流动所引起的隐性知识流失给企业带来巨大的损失。为此,本文在介绍了一些成熟的知识协同管理理论之后,设计与实现了一个基于知识管理理论的工具平台。该平台运用SOA、工作流和知识地图等技术,能同时有效地管理显性知识与隐性知识,为提高企业员工获取知识与创造知识的能力提供了一个有利的支撑。     

个体在线知识分享行为的惯性效应分析

在线知识社群是大数据时代组织学习、协同创新、知识与信息交流与转移的重要方式。针对这种在线知识网络的分析、预测和管控,是大数据对经济社会实现数据服务和决策咨询功能的重要环节。以CMKT咨询俱乐部2群QQ群为例,搜集分析该群在2016年3月份所有的专业交流、讨论和分享记录,并基于这些实时数据建构CMKT动态知识网络,分析了在线动态知识网络中个体知识分享行为的策略性选择,最终验证了动态知识网络中个体分享行为的惯性效应。基于这一惯性效应,在大数据技术的支撑下,政府、高校或科研机构以及大型企业可以对其所构建的跨组织学习知识网络的动态演化趋势进行有效的分析和预测,并适时地选择干预或管控手段以引导知识网络更好地发挥在协同创新、知识转移、跨组织学习等方面的作用。     

基于知识流模型的自动化企业知识管理研究

研究意义 知识管理即在正确的时间、正确的位置撷取正确的信息,以帮助企业工作者做出正确及关键的决策,知识管理系统被喻为企业的数字神经系统。 对于自动化企业来说,研究知识管理,充分利用知识提高竞争力和创造经济价值,已成为企业进一步发展的关键。人是企业知识最重要的载体,因此对人的管理成为自动化企业知识管理的核心,包括知识员工的激励、培训及知识环境的营造。 自动化企业的知识流模型 自动化企业的知识可分为两类:显性知识和隐性知识。显性知识主要存在于企业核心知识库中,而隐性知识则主要存在于知识员工的头脑中。整个企业的…     

决策者失望规避下供应链协同产品创新微分对策研究

在企业与企业之间竞争日趋激烈的背景下,能否在多个企业紧密联系的供应链中通过收益分配高效赋能上下游企业成为决策者撬动协同优势、凝聚创新合力的关键.基于失望理论,运用微分博弈方法针对供应链协同产品创新动态改进与协调进行策略挖掘,将产品创新研发商誉和失望规避因素纳入决策行为之中,在此基础上提出产品创新补贴契约和收益配比调节机制,最后对计算结果进行仿真分析.研究发现:无论在哪种博弈情形下,失望规避系数越大,供应链成员目标利润越低;在一定条件下,创新研发及推广补贴契约的设计与实施,能有效提升受补贴方研发和推广水平、最优收益和供应链整体收益,而提供补贴方的研发努力水平保持不变;将收益分配比率约束在特定的范围内,可有效提高供应链系统的总体绩效,实现协同合作下帕累托最优.     

基于知识管理的协同办公系统设计与实现

随着网络的普及,信息进入高速增长阶段,知识已成为衡量生产力水平的关键因素。在全球化竞争中,知识管理能力显得尤为重要。本文将协同办公系统与知识管理融合在一起,实现以数据为核心到以信息交流为核心的转变,对提高自动化办公质量,提供合理决策,增强竞争能力都有着重要的意义。     

校企合作创新网络信任的动态演进分析

从动态角度研究校企合作创新网络中知识转移中信任的演进,构建校企合作创新网络知识转移的非对称演化博弈模型,分析了参数变化对合作创新网络信任的影响,研究表明,收益分配系数、投机收益、知识转移成本、知识转移量等因素影响了校企合作创新网络知识转移中信任的动态演化路径及结果,并通过netlogo仿真,验证了企业和高校知识转移中不同得益情况下策略的选择及信任的演进趋势。     

浅谈隐性知识管理研究

隐性知识高效管理是企业获得持续竞争优势的关键,是实现知识创造和技术的核心环节。该文对隐性知识的必要性进行了分析,从影响隐性知识因素着手,指出隐性知识显性化是企业隐性知识管理的核心,并提出加强隐性知识管理的有效举措。     

知识管理的支撑技术及实现框架模型

知识已成为企业重要的生产投入要素,知识管理能将企业战略、信息系统和企业核心能力知识有机结合起来,而成为新的研究热点。该文分析了信息管理与知识管理的关系,指出知识管理是信息管理的新阶段,阐述了不同知识管理环节的支撑技术和工具,提出了一种知识管理系统的分层框架模型,在保证与传统信息系统兼容的前提下简化了系统的实施过程,实现从信息管理向知识管理在技术上的平稳过渡。     

百度“知道”知识共享传播机制与企业知识共享平台建设

知识是企业重要的创新资源,知识共享可以有效提升企业的竞争力。本文在介绍百度“知道”平台的基础上,分析了其知识共享与传播机制,以此为基础构建了企业内知识共享平台。     

Innovation Culture,Collaboration with External Partners and NPD Performance

Researchers and managers have found that the use of external knowledge in the process of new product development (NPD) helps to sustain a firm's competitiveness by strengthening its innovative performance. However, little is known about why some firms use external knowledge sources for NPD in an extensive manner while others hardly ever use them. In addition, there is disagreement about which external partners significantly contribute to the innovative performance of a firm as valuable knowledge sources. Based on the resource‐based view (RBV) of the firm and Kitchell's innovation adoption model, this paper expects a firm's innovation culture to have a significant impact on its openness to external knowledge – measured in terms of its collaborative behaviour with five different external partners – and for that behaviour to influence the firm's NPD performance. A sample of 254 technology‐based firms across several industries is used to empirically test the research model with covariance‐based structural equation modeling (SEM). The findings deepen our understanding of the discrepancies between successful pioneering firms active in technology and knowledge sourcing and others being less successful.     

SMEs' Preference for Innovation Networks: A Choice Experimental Approach

The objective of this paper is to evaluate the importance of selected characteristics of innovation networks in affecting the decision of food SMEs when joining such networks. The paper develops and tests a series of hypotheses through a choice experiment exercise ran on a sample of 231 firms in six EU countries. The results showed that SMEs prefer networks that are composed of manufacturers and supply chain members, where information is shared confidentially among network partners, and when the network provides support to help the firm build its own networks of partners for innovation. In addition, SMEs' choice of the network is also affected by the interaction between specific network attributes and two firm characteristics, i.e. the firm's collaborative experience and innovation objectives. Based on the results, we conclude that the success of inter‐organizational networks depends on the fit between the network's design and the innovation and networking behaviour of the firms.     

Exploring value networks: theorising the creation and capture of value with open source software

The emergence of open source software (OSS) as a form of peer production and innovation challenges theories of organisation and strategy due to its non-reliance on traditional governance mechanisms to organise production. OSS requires firms to rethink the processes that facilitate value creation and capture. The objective of this paper is to theorise how firms create and capture value from OSS. We derive a model from extant research and refine it through the study of three inter-organisational networks. The findings reveal how a firm's ability to access a value network of complementors is crucial for effective value creation and capture. Two types of networks are evident: a high-density network of familiar partners and a low-density network of multiple, often unfamiliar, partners. Leveraging these networks depends on the level of commitment, volume of knowledge exchange and the alignment of objectives among participant firms. Effective governance is revealed as critical for creating and capturing value within both types of network; and depends on both formal and informal mechanisms.     

Antecedents of Network Capability and Their Effects on Innovation Performance: An Empirical Test of Hi‐tech Firms in China

A firm's competitive advantage can come not only from internal resources but also from inter‐firm innovation networks. This paper shows that network capabilities (i.e., network visioning capability, network constructing capability, network operating capability and network centring capability) are special skills that enable values residing in network resources. Based on a sample of 211 Chinese hi‐tech firms and by applying structural equation modelling, network capabilities are found to have a positive relationship with innovation performance. Four antecedents of network capabilities – IT maturity, openness of culture, the management system involved and experience with network activities – are also identified in the research and empirically tested. The results of this study provide a new framework that describes how networked firms can gain a competitive advantage.     

Enhancing Innovation Capacity in SMEs through Early Network Relationships

Networks can offer SMEs a number of advantages, especially in terms of providing greater opportunities for knowledge activities that support innovation, but there is little in the literature to suggest how firms develop their innovation capacity through network participation. In this paper, we present an in‐depth longitudinal case study of a small entrepreneurial firm within the mobile‐commerce industry. A principal finding from the study is that network relationships formed during the earliest stages of the firm's life cycle played a critical role in developing the SME's capacity for sustained innovation. Further, the study contributes to network theory by calling into question the weak and strong tie dichotomy, as relationships critical to the SME's innovation capacity possessed characteristics of both types of ties. The paper also contributes to managerial practice by emphasizing the importance of establishing strong relationships in the earliest stages of network formation.     

IT alignment in small firms

This study focused on the alignment of business strategy and IT strategy among 256 small UK manufacturing firms. An instrument was developed and used to measure IT alignment in small firms. Evidence was gained of high IT alignment in some firms. The study also indicated that IT alignment was related to the firm's level of IT maturity and the level of the CEO's software knowledge, but did not seem to be linked to the CEO's involvement or the firm's sources of external IT expertise.     

The Impact of Technological Opportunities and Innovative Capabilities on Firms’ Output Innovation

In this study, we analyse the effect that external sources of knowledge and absorptive capacity exert on a firm's output innovation. In addition, we examine the moderating influence of absorptive capacity on the effect that technological opportunities have on output innovation. Empirical research was carried out on a sample of 91 Spanish firms from the ceramic tile industry. Absorptive capacity is operationalized by ‘systematic or continuous R&D’ and output innovation by ‘percentage of sales from new products’. Technological opportunities are divided into several industry and non‐industry related variables. Our results show the positive effect that both the industry's technological opportunities and a systematic approach to R&D exert on output innovation. Moreover, firms with a systematic approach to R&D usually achieve higher innovation output than firms which do not follow this approach. The innovation results of this second group decrease as a result of embedded technology acquisition.     

Impact of digital leadership capability on innovation performance: The role of platform digitization capability

Following a mixed-methods approach, we theorized that digital leadership influences innovation performance by digitalizing the firm's platform. A multiple case study of ten companies was deployed to derive a theoretical model relating digital leadership and innovation performance. The resulting model was empirically tested on a sample of 117 European firms. We find that digital leadership improves a firm's innovation performance by digitalizing the firm's platform. We contribute to IS research by theoretically developing the concepts of digital leadership capability and platform digitization capability and empirically analyzing the relationship of these two critical IT capabilities and their impact on innovation performance.     

Beyond free software: An exploration of the business value of strategic open source

The phenomenon of open source software (OSS) has been well studied from the software development perspective, but it has received much less attention from the perspective of business value. Nevertheless, OSS, when viewed as a value creation process rather than ‘free’ software, provides businesses with value through access to knowledge and innovation capacity resident in online communities. This conceptualisation, which we label ‘strategic open source’ requires firms to rethink their strategy and processes as there is a shift in focus from ownership to openness and collaboration with external parties. Nonetheless, the emergence of OSS poses a puzzle for conceptions of organisational theory. Therefore, a theorising process is needed in order to develop a deeper understanding of how value is created and captured with OSS. Using a field study of eleven European firms, this paper explores the creation and capture of business value from strategic open source. The findings reveal that while decision makers look to open innovation initiatives like OSS for value creation and capture, there is still a desire to remain self reliant, resulting in collaborative design (of external innovations) rather than collaborative decision making with value network partners in relation to how such innovations would help create and capture value within firms.     

Resources,state ownership and innovation capability: Evidence from Chinese automakers

Promoting innovation has been a major task for both business practitioners and governments in emerging markets. Based on the resource‐based view, this study examines the contributing factors of firms' innovation capability and the contingent role of state ownership. Utilizing data on 102 Chinese automobile firms, we found that financial resources, R&D human capital, innovation leadership, collaborative culture, and government support positively relate to firms' innovation capability. Moreover, the firm's ownership type serves as a boundary condition for the resource–capability relationship. The significance of different resources in developing innovation capability vary for firms with different ownership types. In particular, government support and R&D human capital have stronger effects in promoting non‐state‐owned enterprises' innovation capability. From a practical standpoint, developing innovation capability should consider the critical role of ownership. Specifically, while state‐owned enterprises can capitalize on organizational and financial resources to enhance innovation capability, it is also important for them to transform bureaucratized systems into more market‐orientated ones and facilitate the effective utilization of R&D human capital and government support.