科创企业能力型、动机型与机会型战略人力资源管理对产品创新影响的周期演进  

Cycle Evolution of the Impact of Ability-Enhancing,Motivation-Enhancing and Opportunity-Enhancing Strategic Human Resource Management on Product Innovation in S.&T.Enterprises

作　　者：李树文 罗瑾琏[2] 郭利敏 王靖宇 Li Shuwen;Luo Jinlian;Guo Limin;Wang Jingyu(School of Economics and Management,Dalian University of Technology;School of Economics and Management,Tongji University;School of Accountancy,Central University of Finance and Economics)

机构地区：[1]大连理工大学经济管理学院 [2]同济大学经济与管理学院 [3]中央财经大学会计学院

出　　处：《南开管理评论》2022年第2期90-100,I0018,I0019,共13页Nankai Business Review

基　　金：国家自然科学基金项目(71772138、72072128、72002154)资助。

摘　　要：本研究基于AMO框架,通过两项子研究探讨了科创企业能力型、动机型及机会型战略人力资源管理影响产品创新绩效的路径,并从企业生命周期视角揭示了影响路径的动态演进规律。研究一运用科创企业441份管理者问卷,通过定性比较分析揭示了不同生命周期阶段AMO战略人力资源管理、组织情绪能力、组织人力资本间对产品创新绩效的组态路径。研究二运用科创企业444份管理者问卷,实证验证了AMO战略人力资源管理对产品创新绩效影响的动态能力路径与资源基础路径。研究结果显示:(1)初创期科创企业产生产品创新有两种组态路径,而机会型战略人力资源管理、组织情绪能力、组织人力资本是影响产品创新的必要条件。发展期有三种组态路径,成熟期有三种组态路径。(2)初创期科创企业机会型战略人力资源管理通过组织人力资本影响产品创新,而能力型与动机型战略人力资源管理对产品创新不具显著影响。发展期科创企业能力型、机会型战略人力资源管理通过组织情绪能力、组织人力资本影响产品创新,而动机型战略人力资源管理对产品创新具有显著影响。成熟期科创企业AMO战略人力资源管理均通过组织情绪能力、组织人力资本影响产品创新。研究从动态能力与资源基础两种路径比较视角,揭示了A M O战略人力资源管理对产品创新绩效的不同影响,且从企业生命周期出发纵向剖析了两种路径的发展阶段适应性,为科创企业管理实践提供了参考借鉴。At present,China’s supply side structural reform is in a critical period,and the role of product innovation in competitive market and economic reform is becoming increasingly prominent.It has become an important path choice for enterprises to obtain great leap forward,sustainable,high-quality development and market competitive advantage.In order to obtain sufficient development power and clear development objectives,it is one of the hotspots that what kind of strategic human resource management(SHRM)can support and promote product innovation in management practice and theoretical research.Existing studies agree that SHRM can help enterprises improve product innovation,and the SHRM research is divided into configuration and contingency view.Among them,the configuration view believes that there is the best fit between the internal architectures of SHRM and the product innovation is caused by the synergy between different architectures,however,the current research mostly conceptualizes multiple architectures in SHRM into a single management practice,implying that different architectures play an equally important role,and ignoring the uniqueness,heterogeneity and relative importance of different architectures in SHRM.Meanwhile,the contingency view holds that SHRM enhances product innovation through resource-based path and dynamic capability path,but the current research has always been one-sided exploring the two path mechanisms,rather than placing the two paths under the same theoretical framework.In order to make up for the above theoretical deficiencies,this study proposes two research purposes:first,based on the configuration view,Ability-Motivation-Opportunity(AMO)model is introduced into SHRM to develop ability enhancing,motivation enhancing and opportunity enhancing SHRM,and attempts to analyze the relative importance of different architectures in SHRM.Second,based on the contingency view,organizational human capital and organizational emotional capability are considered as the resource based and dynamic cap

关 键 词：战略人力资源管理 组织情绪能力 组织人力资本 产品创新 企业生命周期 

分 类 号：F272.92[经济管理—企业管理] F273.2[经济管理—国民经济] F276.44