多主体参与已经成为现代经济环境下企业创新活动的基本特征。为了明确各创新主体参对企业创新模式选择的影响。本文构建了一个包括供应商和顾客参与的创新模式选择博弈模型。对模型分析发现,根据企业选择的创新模式不同,可以形成三种竞争市场,采用演化博弈方法对模型均衡结果求解,得到以下结论:供应商和顾客参与能增加企业选择突破性技术创新模式的比重,减少选择渐进性技术创新比重,且这种影响随着市场中选择突破性技术创新比例增加而增加;当创新产品为价格弹性需求时,顾客参与更能促进突破性技术创新,当创新产品为价格非弹性需求时,供应商参与更能促进突破性技术创新,这与渐进性技术创新的结论截然相反。采用数值算例对结果进行分析,进一步验证了上述结论。本文的研究结论有助于揭示多主体参与对创新模式选择的影响,也对在多主体参与条件下,企业的创新资源配置这一创新的核心问题做出了一定的解释。
Multi-agent participation has become the basic characteristic of enterprise innovation activities in modern economy environment. In order to confirm the influence of innovation agents on enterprises innovative modes selection, the innovative mode selection game model including the participation of suppliers and customers is build in this paper. From the analysis of the model, it is found that according to the different innovative modes selected by enterprises, three competitive markets can be formed, including Stackelberg market, Cournot market and complete monopoly market. Using evolutionary game method, the equilibrium solutions to the model can be found. The following conclusions can be draw: the participation of suppliers and customers will increase the proportion of companies which choose radical technology innovation. Accordingly, the desire of companies choosing incremental technology innovation will decline. Besides, this effect will be strengthened with the increasing of the proportion of radical technological innovation in the market. When the demand is elastic, customer participation can promote radical technological innovation. Whereas, radical technological innovation can be enhanced by the supplier participation while the demand is inelastic. To incremental technology innovation, this conclusion is completely opposite. Numerical examples are used to analyze the results, which further verify the conclusion. The research conclusions of this dissertation contribute to revealing the influence of multi-agent participation on innovative modes selection and make some explanations to the core issue of innovation of enterprises innovative resources allocation in the condition of multi-agent participation.
[1] Damanpour F,Walker R M,Avellaneda C N. Combinative effects of innovation types and organizational performance: A longitudinal study of service organizations[J].Journal of Management Studies,2009,46(4): 650-675.
[2] Hewitt-Dundas, Roper,S. Strategic re-engineering:small firms tactics in a mature industry. Working Paper,Northern Ireland Economic Research Centre and CAM Benchmarking Ltd, 2000.
[3] Christensen C M. The innovators dilemma: When new technologies cause great firms to fail [M]. Boston, MA: Harvard Business School Press, 1997.
[4] McDermott C M, O, Connor G C. Managing radical innovation: An overview of emergent strategy issues [J]. The Journal of Product Innovation Management, 2002, 19(6): 424-438.
[5] Danneels E. Disruptive technology reconsidered: A critique and research agenda [J]. The Journal of Product Innovation Management, 2004, 21(4): 246-258.
[6] 张春辉, 陈继祥.考虑吸收能力与R&D 投入的创新模式选择[J].系统管理学报,2012,21(1):93-98.
[7] 张春辉, 陈继祥.考虑内生溢出与R&D 投入的创新模式选择[J].中国管理科学,2011,19(3):26-32.
[8] 孙永风, 李垣, 廖貅武. 基于不同战略导向的创新选择与控制方式研究[J]. 管理工程学报, 2007, 21(4): 24-30.
[9] Laukkanen P H, Sainino L M, Jauhiainen T. Appropriate ability regime for radical and incremental innovations [J]. R& D Management, 2008, 38 (3): 278-289.
[10] 张洪石, 付玉秀. 影响突破性创新的环境因素分析和实证研究[J].科学学研究, 2005, 23(12): 255-263.
[11] 张春辉, 陈继祥. 两种创新补贴对创新模式选择影响的比较分析[J].科研管理,2011,32(8):9-16.
[12] Sandberg B. Customer related creativeness in the radical innovation development process [J]. European Journal of Innovation Management, 2007, 10(2): 252-267.
[13] 陈锟, 于建原. 营销能力对企业创新影响的正负效应兼及对Christensen 悖论的实证与解释[J]. 管理科学学报, 2009, 12(2): 126-141.
[14] Chesbrough H. The era of open innovation[J]. MIT Sloan Management Review,2003,44(3): 35-41.
[15] Chesbrough H. Managing open innovation[J]. Research Technology Management,2004,47(1): 23-26.
[16] Chesbrough H. Why Companies should have open business models[J]. MIT Sloan Management Review,2007,48 (2): 22-28.
[17] Baldwin C, Hienerth C, Hippel E V. How user innovations become commercial products: A theoretical investigation and case study[J]. Research Policy,2006,35(9): 1291-1313.
[18] Lettl C,Herstatt C,Gemuenden H G. Users' contributions to radical innovation: Evidence from four cases in the field of medical equipment technology[J]. R&D Management,2006,35(3): 251-272.
[19] Prugl R,Schreier M. Learning from leading-edge customers at The Sims: Opening up the innovation process using toolkits[J].R&D Management,2006,36(3): 237-250.
[20] Carr A S, Pearson J N. Strategically managed buyer supplier relationships and performance outcomes[J]. Journal of Operations Management, 1999, 17(5): 497-519.
[21] Johnsen T,Phillips W,Caldwell N,et al. Centrality of customer and supplier interaction in innovation[J].Journal of Business Research, 2006, 59(6): 671-678.
[22] Roy S. Innovation generation in supply chain relationships: A conceptual model and research propositions[J]. Journal of the Academy of Marketing Science, 2004, 32(1): 61-79.
[23] d'Aspermont C, Jacquemin A. Cooperative and non-cooperative R&D in duopoly with spillovers [J].American Economic Review, 1988, 78(5): 1133-1137.
[24] 付启敏,刘伟.供应链企业间合作创新的联合投资决策——基于技术不确定性的分析[J].管理工程学报,2011,25(3):172-177
[25] 韦铁,鲁若愚.多主体参与的开放式创新模式研究[J].管理工程学报,2011,25(3):133-138.