数智化和制造企业创新质量——来自中国上市企业的经验证据北大核心

本文基于2007~2021年中国制造业上市企业的非平衡面板数据,采用多分格主成分分析方法构建企业层面的数智化指数,实证检验了数智化对制造企业创新质量的非线性影响机制,以及研发投入和人力资本对二者关系的调节效应。研究发现:(1)数智化和企业创新质量之间存在倒U型关系,且具有行业异质性;(2)研发投入的负向调节效应主要表现在资本密集型企业中;(3)人力资本促进了技术密集型企业的创新质量,对数智化和劳动密集型企业创新质量之间的非线性关系具有负向调节效应。     

基于企业内外部网络视角的创新绩效多因素影响模型与实证研究

本文在考察网络能力与创新绩效之间的逻辑关系基础上,引入内部网络效度和合作治理方式作为调节变量,检验了企业内外部网络因素对创新绩效的影响,研究结果发现:企业网络能力和内部网络效度均对创新绩效产生显著正向影响;内部网络效度对网络能力与创新绩效的关系发挥着正向的调节效应;尽管合作治理方式对创新绩效具有正面影响,但它对网络能力与创新绩效的关系不具有调节效应;此外,企业规模对外部网络能力和内部网络效度的影响差异显著。     

高管团队异质性对资本结构与研发投入关系的影响研究

本文采用OLS 回归分析方法， 利用2017 年信息技术产业上市公司截面数据， 研究了资本结构与研发投入的关系以及高管团队异质性对二者关系的调节作用。 实证研究结果发现， 企业资本结构对研发投入具有显著抑制作用； 高管团队的性别结构会加重上述抑制作用； 高管团队的年龄结构、 任期差异将会显著缓解这种抑制作用； 而高管团队受教育程度对两者关系无影响。 基于上述研究结论， 本文提出了若干优化高管团队结构的建议。     

海峡西岸经济区知识溢出与区域经济增长——基于空间面板杜宾模型的实证研究

本文依据新经济地理理论--知识的空间溢出对区域经济增长具有重要影响,运用空间面板杜宾模型对海峡西岸经济区20地市的知识溢出效应与区域经济增长关系进行实证分析,研究表明,各地市之间存在显著的正向知识溢出及经济增长效应。建议通过加大资本投入、并对较落后地区采取适当倾斜的政策来缓解资本存量的负向区际效应;加大研发经费投入并积极推动科技成果的产业化;引导激发企业的科技创新活动;在吸引外资方面应制定适合本地区的优惠政策和竞争政策,以减少区际之间的盲目竞争及重复建设。     

团队异质性对研发团队绩效的影响机理研究

本文引入团队冲突作为中介变量,建立起异质性、冲突和团队绩效的关系模型,通过对企业中108个研发团队的实证分析,探讨了团队异质性对研发团队绩效的影响机理.结果显示,关系冲突在社会属性异质性和团队绩效间发挥中介效应,任务冲突在信息异质性和团队绩效间发挥中介效应,而价值观异质性直接对团队绩效产生负面效应.最后结合研究结果给出相应的建议.     

企业社会资本与技术创新：基于吸收能力的实证研究

本文针对我国企业社会资本影响技术创新的机制问题展开分析,从企业社会资本的特征维度出发,引入吸收能力的视角,提出了基于吸收能力的企业社会资本与技术创新绩效的概念模型。在问卷调查的基础上,通过多元线性回归分析和结构方程模型分析,对我国企业社会资本如何影响技术创新的问题进行了实证研究。研究结果表明,在不考虑吸收能力作用的情况下,企业社会资本的结构、关系和认知等三个维度的水平对于我国企业技术创新绩效的提升均具有积极显著的作用;企业社会资本三个特征维度的水平通过提高吸收能力进而正向影响技术创新绩效;其中,认知维度在结构维度和关系维度发挥效应中承担中介变量的作用。为提高企业技术创新绩效,建议以知识的获取和利用为导向,注重企业社会资本三个维度水平的均衡提高。     

高新技术企业社会资本与技术创新行为的关系研究

本研究以高新技术企业为研究对象,在把企业社会资本划分为结构维度、关系雏度和认知维度3个难度的基础上进行技术创新行为的关系研究,进而考察其对企业绩效的影响.本文把技术创新行为划分为内部技术创新行为和对外合作创新行为2个维度.研究结果显示,企业社会资本的3个维度和技术创新行为的两个维度之间存在着显著的正相关关系,而技术创新行为对企业绩效也具有显著影响,尤其是知识利用这一方面对企业绩效的影响程度最大.     

投入结构对我国科技产出的效应分析

科技产出不仅受投入资本和研发人员数量影响,也受投入结构影响。通过收集我国1990～2012年间科技产出、投入总量和结构数据,运用生产函数分析了投入结构对科技产出规模和要素效率的影响。研究发现：研发支出、试验发展支出、企业研发投入、高校研发人员等比例扩大对科技产出规模具有显著正向效应,应用研究支出、政府科技投入、高校研发支出、研究机构人员等比例对产出规模呈负向效应;研发人员与资本具有明显的替代关系,研发支出、基础研究支出、机构研发支出、企业研发支出、试验发展人员和企业研发人员等比例提高对研发人员效率有正向效应,但对资金效率呈负向效应,随后,模拟分析了投入结构调整对科技产出的影响。     

职场友谊对研发团队创新绩效的影响机制研究——一个带中介的调节模型

本文通过问卷调查法获得372份有效问卷,运用带中介的调节模型探讨了职场友谊对研发团队创新绩效的影响机制。实证结果表明：（1）职场友谊对团队创新绩效是有正向的激励作用的,其中知识分享起中介作用;（2）职场友谊对团队创新绩效的作用同时受到员工知识分享意愿和知识分享能力的中介作用;（3）职位级别对职场友谊通过知识分享对团队创新绩效的影响起负向调节作用,即职位级别越高,友谊机会越小,通过员工友谊促进知识分享,进而提高团队创新绩效的效应越低。     

混合所有制改革背景下国有企业研发投入对公司绩效的影响

本文以 2010～2016 年沪深两市国有上市公司为样本， 依据控股权配置视角， 采用多元线性回归， 研究了混合所有制改革背景下国有企业研发投入对公司绩效的影响。 研究表明： （1） 国企混改后研发投入对公司绩效产生积极影响； （2） 股权制衡度正向调节研发投入对公司绩效的关系， 股权集中度负向调节研发投入对公司绩效的关系； （3） 由相对控股变为相对控股的混改国企股权集中度的负向调节效应最弱， 由绝对控股变为相对控股的混改国企股权制衡度的正向调节效应最强。     

Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes

The relationship between social capital and R&D team innovation has received increasing attention in the literature. However, little is known about the mechanisms between the two. This study aims to narrow the gap by investigating the mediating roles of psychological safety and learning from mistakes between the three dimensions of social capital and innovation at team level. Our sample comprised 151 R&D teams with 585 members from nine Chinese high‐tech companies. The results showed that psychological safety and learning from mistakes (LFM) partially mediated the relationship between the structural and cognitive capital and innovation in R&D teams, and fully mediated the relationship between the relational capital and innovation in R&D teams. We further discussed subsequent managerial implications and future research directions.     

Social and organizational capital: Building the context for innovation

In the light of the key role intellectual capital has for firms' innovation capability, this paper analyzes the influence of two of their dimensions, organizational capital and social capital, on firms' product innovation, and the moderating role of radicalness. Unlike previous studies, the unit of analysis will not be the firm, but the R&D department. Thus, our research, conducted with a sample of Spanish industrial companies, provides a new insight with interesting results. First, our findings show that social capital favours firms' product innovation, especially under radical innovations. Second, organizational capital has an indirect effect on product innovation through positive influence on social capital. This implies that firms can stimulate communication and interaction among people, and therefore innovative activity, by means of explicit and codified knowledge (organizational capital).     

Social Capital as a Microlevel Origin of Organizational Capabilities

The microlevel concept of social capital has received significant attention in management and sociological research but has not yet been empirically associated with the development of organizational capabilities. The major purpose of this paper is to investigate the relationship of social capital with marketing and research and development (R&D) capability and to explore how the environmental context moderates the social capital–organizational capability link. It is suggested that top management's social capital provides a firm with important information and control benefits that facilitate effective access to the knowledge and resources necessary for building superior organizational capabilities. In addition, we identify the role of two important environmental factors influencing the social capital–organizational capability link: technological turbulence and competitive intensity. The strength of the relationship between social capital and organizational capabilities is proposed to vary depending on the level of these two environmental characteristics. This study conceptualizes and operationalizes social capital as a multidimensional construct reflected by the structural dimension of tie strength, the relational dimension of trust, and the cognitive dimension of solidarity. Survey and archival data on 280 firms from various industries are analyzed using structural equation modeling. Empirical support for the proposed three‐dimensional structure of social capital is found. Results further indicate that social capital is a significant antecedent to both marketing and R&D capability, which in turn significantly affect firm performance. While a positive relationship between social capital and organizational capabilities is supported in general, the strength of this relationship depends on the environmental context the firm is embedded in. The positive effect of social capital on marketing capability increases in environments with high technological turbulence and competitive intensity; the opposite holds for R&D capability. This research contributes to the resource‐based view by introducing social capital as an important microlevel factor promoting the development of organizational capabilities. By identifying and evaluating two important environmental contingencies, our study also decreases some of the ambiguity surrounding the effectiveness of antecedents to organizational capabilities. The findings further help practitioners decide under what circumstances investing in top‐managers' social capital provides an effective means for achieving superior performance through enhanced organizational capabilities. This should have an important bearing on issues such as management training and incentives as well as on hiring policies.     

Organizing for Inbound Open Innovation: How External Consultants and a Dedicated R&D Unit Influence Product Innovation Performance

Firms increasingly acquire technological knowledge from external sources to improve their innovation performance. This strategic approach is known as inbound open innovation. The existing empirical evidence regarding the impact of inbound open innovation on performance, however, is ambiguous. The equivocal results are due to moderating factors that influence a firm's ability to acquire technological knowledge from external sources and to transform it into innovation outputs. This paper focuses on a relevant yet overlooked category of moderating factors: organization of research and development (R&D). It explores two organizational mechanisms: one informal and external‐oriented (involvement of external consultants in R&D activities) and one formalized and internal‐oriented (existence of a dedicated R&D unit), in the acquisition of technological knowledge through R&D outsourcing, a particular contractual form for inbound open innovation. Drawing on a capabilities perspective and using a longitudinal dataset of 841 Spanish manufacturing firms observed over the period 1999–2007, this paper provides a fine‐grained analysis of the moderating effects of the two organizational mechanisms. The involvement of external consultants in R&D activities strengthens the impact of inbound open innovation on innovation performance by increasing marginal benefits of acquiring external technological knowledge through R&D outsourcing. Moreover, it reduces the level of inbound open innovation to which the highest innovation performance corresponds. Instead, the existence of a dedicated R&D unit makes the firm less sensitive to changes in the level of inbound open innovation, by reducing marginal benefits of acquiring external technological knowledge through R&D outsourcing, and increases the level of inbound open innovation to which the highest innovation performance corresponds. The results regarding the role of informal and formalized R&D organizational mechanisms contribute to research on open innovation and absorptive capacity, and also inform managers as to what organizational mechanism is recommended to acquire external technological knowledge, depending on the objectives that the firm pursues.     

Does board social capital influence chief executive officers' investment decisions in research and development?

The findings of the chief executive officer (CEO) characteristics–research and development (R&D) investment relationship remain incomplete if previous unexamined contingencies are not considered. Very few studies in this area have invariably focused on the constraints from the external environment and overlooked the important influence of board social capital on such relationship. This study uses insights from resource dependence theory to examine how the effects of CEO characteristics on R&D investment are contingent on board social capital. The results show that board social capital mitigates/enhances the negative/positive effect of CEO tenure/CEO educational level on R&D investment, supporting the view that board social capital, as an important conduit to link firms to critical information and essential resources in the environment, may offer better counsel to CEOs and enhance their decision‐making capabilities in moving toward R&D. One important implication is that firms wishing to encourage innovation through R&D spending should consider nominating directors with rich social capital to the board because they may assist CEOs in coping with R&D complexities and acquiring requisite resources, leading to a better planning of R&D.     

Market Orientation and R&D Effectiveness in High‐Technology Firms: An Empirical Investigation in the Biotechnology Industry*

There seems to be lack of consensus among informed scholars about the importance a of market orientation for high‐technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high‐technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in‐depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow‐up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high‐technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable—R&D effectiveness—which offers a better perspective to understand the impact of market orientation on innovation performance in high‐technology contexts. Second, while part of the current debate on the role of market orientation in high‐tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research.     

R&D team diversity and performance in hypercompetitive environments

Research summary : This article examines the effects of an R&D team's composition on its performance outcomes in hypercompetition. The fundamental feature of firms in hypercompetitive settings is that they are constantly challenged to improve their competitiveness in a relentless race to outperform one another. Analyzing a unique data set from the Formula 1 motorsport racing industry, we find an inverse U‐shaped relationship between team diversity in task‐related experience and performance an important result that diverges from well‐established theories developed in more stable environments. Fundamentally, we show that the role of R&D team experience diversity varies depending on the size of the organizations in which R&D teams operate. While we find a moderating effect for firm age, this effect is not as robust as that of firm size. Managerial summary : This article examines the relationship between R&D team composition and performance in fast‐moving environments. Firms in these environments are constantly challenged to improve their competitiveness by outperforming one another. Analyzing a unique data set from the Formula 1 motorsport racing industry, we find that a team's diversity in job‐related experience increases its performance up to a certain extent. Once R&D teams become too diverse, performance decreases because communication and coordination become more difficult. We also show that the role of R&D team diversity varies depending on the size of the organizations in which R&D teams operate. Overall, our findings provide several novel implications for the strategy, innovation, and team literatures. Copyright © 2016 John Wiley & Sons, Ltd.     

When do structural holes in employees' networks improve their radical creativity? A moderated mediation model

Previous research has found a relationship between structural holes of knowledge networks, tie strength of knowledge networks, and creativity. Our study extends these findings by proposing that characteristics of R&D employees' team knowledge networks influence their acquired diversified knowledge from the team, which is critical to creativity. Our results based on 558 members of 92 R&D teams demonstrated that, in order to benefit from their broker position in acquiring diversified knowledge, R&D employees should maintain their tie strength toward the team members with whom they are connected.     

How does the partner type in R&D alliances impact technological innovation performance? A study on the Korean biotechnology industry

The number of strategic alliances for R&D activities in the biotechnology industry is sharply increasing. Some studies show that each alliance partner type has different alliance motives, resources and capabilities, organizational structures and cultures, and degrees of competition with partners, which can lead to different performances of strategic alliances. In this regard, this study conducts an empirical analysis of the different impact of each type of alliance partner on technological innovation performance and finds the moderating effect of absorptive capacity and potential competition by categorizing strategic alliances for R&D activities in the biotechnology industry into three types: vertical-downstream alliances, vertical-upstream alliances, and horizontal alliances. This study analyzed 206 Korean biotechnology firms and their strategic alliances for a total of 292 R&D activities. The results of the analysis showed that vertical alliances have a positive impact on technological innovation performance, while horizontal alliances have an inverted U-shaped relationship with technological innovation performance caused by the effect of competition. Additionally, it was confirmed that the R&D intensity of biotechnology firms has a moderating effect of increasing the impact of vertical-upstream alliances on technological innovation performance.