摘要
在中国经济结构转型的时代背景下,如何实现企业的创新二元性成为一个理
论和实践界共同关注的重要问题。很多企业在创新实践中呈现出单一创新活动的
现象,要么非常注重技术研发和新创意而忽视了将这些高成本探索出来的知识成
果及时有效地进行市场化,要么非常注重引进模仿新技术并通过迅速利用将其市
场化而忽视了主动去探索全新技术和创意,进而致使企业的创新实践处于失衡状
态。创新失衡容易导致企业当下竞争力不足或者未来竞争力缺失,威胁着企业的
高水平发展,而主动兼顾创新过程中的探索式活动和利用式活动,促进探索式创
新和利用式创新的相互平衡,对避免创新活动失衡,维持企业长期竞争优势至关
重要。在学术界,领导行为被认为是影响企业创新二元性的关键因素,高层领导
者既可通过战略制定、制度设计、流程设计、奖惩措施等硬性方式来影响企业成
员的创新行为,也可通过个人魅力、企业文化、鼓舞激励等软性方式来影响成员
的创新行为。近年来,随着对领导行为的深入研宄,学者们越来越意识到面对复
杂动态的外部环境,企业的领导者需要对以往单一的领导风格和领导行为做出改
变。领导者主动实施二元的领导行为,能更好地适应环境和战略的变化与要求,
对日益复杂的创新管理至关重要,但二元领导行为和创新二元性的关系及其影响
机制却仍未得到深入探讨与检验。
本文基于二元组织理论和创新二元性前因研宄的现有成果,运用实证分析方
法,对高层领导者能否通过实施二元领导行为来提升创新的二元性,二元组织文
化是否在其间具有中介作用,以及环境动态性是否具有调节效应等问题进行了深
入研宄,得出了以下结论:(1)高层领导者的二元领导行为能够显著地提升创
新二元性水平;(2)二元组织文化能够显著地提升创新二元性水平;(3)高层
领导者的二元领导行为对二元组织文化具有正向影响;(4)二元组织文化在高
层领导者二元领导行为和企业创新二元性之间表现出部分中介作用;(5)环境
动态性对二元领导行为与二元组织文化的关系具有显著的正向调节效应,对二元
领导行为与创新二元性的关系不具有正向调节效应。上述结论为企业的创新实践
提供了重要的对策建议。
本文有两大创新之处,一是将二元性思维延伸到创新二元性前因研宄,探讨
和检验了高层领导者二元领导行为与创新二元性的关系,二是探讨和检验了二元
组织文化的中介作用,弥补了中介机制研究的不足。另外,由于仅收集了 219
份样本,在数量上有一定的局限性,未来可扩大样本量,进一步提升研究质量。
关键词:高层领导者二元领导行为二元组织文化创新二元性环境动态性
I
Abstract
ABSTRACT
How to achieve innovative ambidexterity has been a big problem which catches
the eyes of theorists and Practitioners in the period of China&39;s economic restructuring,
In fact, enterprises have been facing many problems in their practice of innovation.
Many enterprises are easy to fall into a single form of innovation activities in their
practices. They either focus on R&D and new ideas, but ignore transferring these
high-cost knowledge results from exploring into the products to the market effectively
and timely, or focus on the introduction and imitation of external new technologies,
and rapidly transfer them into the products to the market, but ignore exploring new
technologies and ideas of their own. Falling into a single form of innovation activities
cause imbalance, which further cause the lack of competitiveness on the current or in
the future. Taking the initiative to simultaneously taking care of the exploratory
activities and exploitative activities in the process of innovation and promoting the
balance between the two kinds of innovation, is very important for enterprises to
maintain long-term competitive advantage. In academia, leadership behaviors have
always been considered to be one of the key factors in stimulating organizational
innovation activities. Senior leaders can influence the innovative behaviors of the
members either through strategic development, institutional design, process design,
incentive measures, or through personal charisma, culture, encouragement and other
soft ways. In recent years, with the in-depth study of leadership behavior, Scholars are
more and more aware of the necessity for leaders to change their single form of
leadership behavior when facing the complex and dynamic external environment.
Taking the initiative to implementing ambidextrous leadership behavior can better
adapt to the changes and requirements of environment and strategy, and is very
important for increasingly complex innovation management, but the relation of
ambidextrous leadership and innovative ambidexterity, as well as the Influence
mechanism, have not been explored and tested deeply.
Based on the current studies of innovative ambidexterity, we try to test whether
senior leaders9 ambidextrous leadership behavior can promote the ambidextrous
organizational culture, and finally promote the level of innovative ambidexterity
through ambidextrous organizational culture. We also test the moderating effect of the
dynamic environment. The results indicate that (1) senior leaders5 ambidextrous
II Abstract
leadership behavior have positive effects on innovative ambidexterity; (2)
ambidextrous organizational culture have positive effects on innovative ambidexterity;
(3) senior leaders9 ambidextrous leadership behavior have positive effects on
ambidextrous organizational culture; (4) ambidextrous organizational culture have
partial mediating effect on the relation between senior leaders’ ambidextrous
leadership behavior and innovative ambidexterity; (5) dynamic environment have
positive moderating effect on the relation between senior leaders5 ambidextrous
leadership behavior and ambidextrous organizational culture, but not significant
moderating effect on the relation between senior leaders5 ambidextrous leadership
behavior and innovative ambidexterity.
There are two innovation in the paper. One is introducing the ambidextrous
thinking into the cause of innovation ambidexterity. The other is making up for
deficiencies of the mediation mechanism. In addition, the only collected 219 samples
cause limitations in quantity. In the future, the sample size should be larger so as to
improve the quality of the study.
Key words: senior leader; ambidextrous leadership behavior; ambidextrous
organizational culture; innovative ambidexterity; environmental dynamics
III
目录
第1章绪论 1
1.1研宄背景 1
1.2研宄意义 2
1.2. 1理论意义
2
1.2.2实践意义
3
1.3研宄内容 3
1.4研宄方法 4
1.5技术路线图
6
L 6可能的创新点
6
第2章文献综述
9
2.1二元组织理论
9
2. 1. 1二元组织的研宄脉络
9
2. 1.2二元组织的概念内涵
10
2. 2创新二元性研宄综述
11
2. 2. 1创新二元性的概念内涵
11
2. 2. 2创新二元性前因研宄综述
12
2. 3领导行为研宄综述
13
2.3.1领导的概念和分类
13
2. 3. 2二元领导研究综述
14
2. 3. 3二元领导与创新的研宄综述
15
2. 4组织文化研宄综述
16
2.4. 1组织文化的概念内涵
16
2. 4_ 2组织文化与创新的研究综述
17
2. 4. 3组织文化与领导行为的研究综述
18
第3章研宄假设与研究模型
21
3. 1二元领导行为与创新二元性之间的关系
21
3. 2二元组织文化与创新二元性之间的关系
22
IV
3. 3二元组织文化的中介作用
24
3. 4环境动态性的调节作用
25
第4章问卷设计与变量测量
27
4.1问卷设计
27
4. 2变量测量
27
4. 3样本数据收集与特征分布
30
第5章实证分析
33
5. 1相关性分析
33
5. 2回归分析
33
5.2.1领导行为、组织文化与创新二元性之间的关系检验
33
5. 2. 2调节效应检验
37
第6章研宄总结
41
6.1研宄结论与管理启示
41
6. 1. 1研宄结论
41
6. 1.2管理启示
42
6. 2研宄不足与展望
42
参考文献 45
附录调查问卷
53
iC ft 57
在读期间发表的学术论文
59
v
第1章绪论
第1章绪论
1.1研究背景
在将近40年的改革开放进程中,中国经济取得了迅猛的发展,GDP总量位
居世界第二,经济增长速度也在世界范围内保持遥遥领先。然而,随着世界经济
大环境的变化,中国经济的持续高増长态势开始面临巨大压力。从产业层面看,
中国企业在绝大多数产业领域中仍旧处于产业链中下游,以中低端制造为主,但
随着原材料和国内劳动力价格的不断上升以及新兴发展中国家对中低端制造市
场的激烈争夺,中国企业正面临着日益加大的成本压力和市场压力,利润空间不
断压