生态系统中舵手型企业的创新促进机制研究——以丰田汽车为案例  

Leading Firms' Promoting Mechanisms of Innovation in Industrial Ecosystem——Evidence from The Case of Toyota Motor

作　　者：芮明杰[1] 张群[1] 

机构地区：[1]复旦大学管理学院

出　　处：《经济与管理研究》2015年第5期115-123,共9页Research on Economics and Management

基　　金：国家社会科学基金重大项目"现代产业体系发展的理论与政策研究"(11&ZD142);国家社会科学基金重点项目"政府主导产业链;供应链和价值链重组以推动产业结构调整优化战略;路径与政策创新研究"(10AZD006)

摘　　要：舵手型企业的成功带动产业生态系统的成功是产业发展中的一个普遍现实。本文从舵手型企业创新引领的角度出发,以丰田汽车为典型案例,探讨了舵手型企业对创新生态系统中其他非舵手企业的促进机制。研究发现,舵手型企业通过耦合式、维稳式和协作式三种创新促进机制,分别提升了生态系统的耦合程度和稳定性,以及非舵手企业的知识吸收能力,从而降低了创新成本,提高了期望收益,增加了非舵手企业的创新绩效。与此同时,三种创新促进机制有机结合,反作用于非舵手企业的创新动机,从而实现了创新作用的叠加放大。It is usual in the history of industrial development that the success of industrial ecosystems always comes after the success of leading firms. This paper starts from the view of innovation, and takes the case of Toyota Motor to reveal the promoting mechanisms of leading firms for other firms＇ innovating in industrial ecosystems. It is found that there are three mechanisms leading firms which can have influence on, respectively the coupling mechanism, the stabilizing mechanism and the cooperating mechanism. With the help of the three mechanisms, leading firms are able to increase the coupling level of industrial ecosystems, to stabilize the ecosystems, and to improve the knowledge absorptive capability of other non-leading firms in the ecosystems. Therefore they can help non-leading firms decrease their cost of innovation, and increase their expected earnings of innovations, so that a consequence the innovation performances are improved. In the meanwhile ,the three kinds of mechanisms work synergistically, re-influencing the innovating motivation of non-leading firms, so that the promoting effects are magnified.

关 键 词：舵手型企业 创新促进机制 生态系统 知识吸收能力 

分 类 号：F270[经济管理—企业管理]