科创企业创新架构的设计逻辑与演进过程——来自“SN”的探索性案例研究  

Design Logic and Evolution of Innovation Architecture of Science and Technology Innovation Enterprises:An Exploratory Case Study Based on"SN"

作　　者：罗瑾琏[1] 王象路 程国萍[1] 钟竞[1] 耿新[2] Iuo Jinlian;Wang Xianglu;Cheng Guoping;Zhang Jing;Geng Xin(School of Economnics and Management,Tongji University;School of Business Administration,Shandong University of Finance and Economics)

机构地区：[1]同济大学经济与管理学院 [2]山东财经大学工商管理学院

出　　处：《管理世界》2024年第8期161-176,共16页Journal of Management World

基　　金：国家自然科学基金“内化于心何以外显于行:创新使命的多层次意义建构及对企业突破性创新影响效应研究”(基金号:72072128);国家自然科学基金“企业数智化变革中的悖论协同能力建构与效应研究”(基金号:72372118);国家自然科学基金“数字化变革下的团队工作重塑迭代及效应研究”(基金号:72372115)的资助。

摘　　要：本文采用纵向单案例研究方法,通过探析科创板上市SN公司突破高精度北斗/GNSS技术,并将创新成果转为规模化市场应用的创业历程,解构了科创企业创新架构的设计逻辑与演进过程。研究发现:(1)科创企业创新架构的设计逻辑是从管理者认知上升到战略性意义建构,进而构建创新架构的认知与行动过程:在初创期,科创企业管理者在面临导航技术封锁时形成技术自主型认知,通过自主创新的战略性意义建构,构建创新单元紧密耦合、董事长嵌入的铅球态创新架构;在发展期,科创企业管理者在面临北斗产业竞争时形成技术孵化型认知,通过技术—市场双元的战略性意义建构,构建探索—利用创新单元结构分离、董事长牵引的哑铃态创新架构。(2)以董事长、总经理共同领导而形成的创新赋能—协同机制是科创企业创新架构产生创新效应的关键:在初创期董事长行动赋能与总经理要素协同的作用下,科创企业以铅球态创新架构实现技术突破;在发展期董事长认知赋能与总经理文化协同的作用下,科创企业以哑铃态创新架构实现技术升级与技术转化。(3)科创企业经历内部单元聚合、关键资源导入以及运作机制更新,实现由铅球态向哑铃态创新架构的演进。本文研究发现不仅揭示了科创企业创新架构的设计逻辑与演进机理,也为我国科创企业通过创新架构设计来实现“卡脖子”技术突破提供了启发与参考。Based on a longitudinal single-case study,this paper explores the design logic and evolution path of the innovation architecture of science and technology innovation enterprises(STIEs)by deconstructing the entrepreneurial process of Company SN,which breaks through high-precision Clobal Navigation Satellite System(GNSS)technologies of Beidou Navigation Satellite System and transforms the innovation achievements into large-scale market applications.The research finds that:(1)The design logic of innovation architecture of STIEs is a cognitive and actionable process from the manager's cognition to the strategic sense-making,and then to the innovation architecture's construction.In the initial stage,managers of STIEs form a technology independence cognition when facing the technology blockades.Through the strategic sense-making of independent innovation,STIEs build a shot put-shaped innovation architecture characterized by tightly coupled innovation units and an embedded chairman.In the development stage,managers of STIEs form the technology incubation cognition when facing competitions in the Beidou industry.Through the strategic sense-making of technologymarket ambidexterity,STIEs build a dumbbell-shaped innovation architecture that separates exploration and exploitation units,with the chairman leading the integration of these units.(2)The empowerment-synergy mechanism based on co-leadership of chairman and general manager is the key element for innovation architecture of STIEs to be effective.In the initial stage,under the action empowerment of chairman and the factor synergy of general manager,STIEs achieve technological breakthroughs with the shot put-shaped innovation architecture.In the development stage,under the cognitive empowerment of chairman and the culture synergy of general manager,STIEs achieve technological upgrading and expansion with the dumbbell-shaped innovation architecture.(3)STIEs have experienced internal unit aggregation,introduction of key resources,and renewal of collaboration mechanism,rea

关 键 词：创新架构 管理者认知 战略性意义建构 赋能—协同机制 科创企业 

分 类 号：F273.1[经济管理—企业管理] F426.5[经济管理—国民经济]