Flying or dying? Organizational change, customer participation, and innovation ambidexterity in emerging economies
Flying or dying? Organizational change, customer participation, and innovation ambidexterity in emerging economies
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飞翔还是死亡？
DOI：
10.1007/s10490-017-9520-5
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发表时间：
2018-03-01
影响因子：
5.4
通讯作者：
Wang, Feng
中科院分区：
文献类型：
--
作者：
Chen, Man;Yang, Zhi;Wang, Feng
在新兴经济体中，组织变革既是一项艰巨的挑战，也是高科技企业的普遍现象。基于动态能力的观点，变革可以增强适应性和利用知识，但它也会增加协调成本，根据组织惯性的观点，会引发冲突。关于组织变革对企业绩效影响的现有研究结果并不一致。因此，本调查研究的213家公司在中国高科技产业研究的曲线和差异效应的技术和行政组织变革，作为调节的客户参与和创新的双元性。研究结果表明，技术变革和管理变革的影响都是U型的。在低水平的变化，增加技术或行政变革阻碍了公司的业绩，但随着水平的增加超过一个临界点，变化的影响变得积极。虽然顾客参与加强了技术变革对企业绩效的影响，但顾客参与和创新双元性都削弱了管理变革对企业绩效的影响。
In emerging economies, organizational change is both a difficult challenge and a common phenomenon for high-tech firms. Change can enhance adaptability and leverage knowledge based on dynamic capability perspective, but it can also increase coordination costs and—according to the organizational inertia perspective—prompt conflict. Existing findings about the effect of organizational change on firm performance are inconsistent. Accordingly, this survey study of 213 firms in the Chinese high-tech industry investigates the curvilinear and differential effects of technical and administrative organizational change, as moderated by customer participation and innovation ambidexterity. The results reveal that the effects of technical and administrative change are both U-shaped. At a low level of change, increasing technical or administrative change hinders firm performance, but as the levels increase beyond a critical point, the effect of change becomes positive. Although customer participation strengthens the effect of technical change on firm performance, both customer participation and innovation ambidexterity attenuate the effect of administrative change on firm performance.