在位企业如何利用数字技术应对颠覆式创新:资源可扩展性视角  

How Do Incumbents Leverage Digital Technology to Re-spond to Disruptive Innovation:A Resource Scalability Perspective

作　　者：王节祥 龚奕潼[4] 陈威如 赵子溢[6] Wang Jiexiang;Gong Yitong;Chen Weiru;Zhao Ziyi(School of Business Administration,Zhejiang Gongshang University;Modern Business Research Center,Zhejiang Gongshang University;Research Center for Digital Innovation and Global Value Chain Upgrade,Zhejiang Gongshang University;College of Business,Shanghai University of Finance and Economics;Department of Strategy and Entrepreneurship,China Europe International Business School;Alibaba Business School,Hangzhou Normal University)

机构地区：[1]浙江工商大学现代商贸研究中心 [2]浙江工商大学工商管理学院(MBA学院) [3]浙江工商大学数字创新与全球价值链升级研究中心 [4]上海财经大学商学院 [5]中欧国际工商学院 [6]杭州师范大学阿里巴巴商学院

出　　处：《南开管理评论》2024年第9期40-52,共13页Nankai Business Review

基　　金：浙江省自然科学基金杰青项目(R24G020002);浙江省高校重大人文社科攻关计划项目(2021QN006);国家自然科学基金项目(72274174)资助。

摘　　要：在位企业如何应对颠覆式创新,一直是产业实践和理论研究的热点话题。已有研究重点剖析了在位企业将创新业务分离运作的“二元组织”应对策略,然而这会引致新旧业务间缺乏资源协同的新问题。汉帛国际集团是服装“大规模生产市场”的在位企业,在“直播电商、网红经济”蓬勃发展催生出“小批量定制市场”的背景下,汉帛需要应对行业新进入者从该利基市场切入进而颠覆大规模生产主流市场的挑战。对此,汉帛并未采取独立建设定制工厂的惯常做法,而是推进数字化改造,使得企业存量资源在数字技术的加持下,可以兼容新旧业务。通过文献对话,本文发现汉帛采取“利用数字技术提升资源可扩展性”应对颠覆式创新的新策略;提升资源可扩展性包括“资源可跨场景共用、资源可模块化调用、资源配置可智能更新”的演进过程。与以往通过构建二元组织、重新配置资源应对颠覆式创新的策略不同,本文提出了在位企业“利用数字技术提升资源可扩展性”的新策略,并拓展了资源可扩展性的过程研究。The rapid adoption of digital technologies has spurred the continuous emergence of disruptive innovations,presenting sig-nificant challenges for incumbent firms.Disruptive innovation de-scribes a process where disruptors initially penetrate niche markets within an industry,offering products or services tailored to specific customer segments,and gradually expand into the mainstream mar-ket,ultimately displacing incumbent firms.Incumbents often prior-itize their established businesses,focusing on meeting the demands of mainstream markets and customers.This focus,however,renders them vulnerable to overlooking transformative shifts in niche mar-kets.For instance,e-commerce companies initially entered the online market with limited scale and negligible profits.Over time,they steadily“encroached”on the offline market.Many retail supermar-kets,as incumbent firms,remained rooted in offline operations and were slow to adapt to the digital transition.Consequently,they pro-gressed from“disregarding”and“misunderstanding”online com-merce to eventually“falling behind.”Similarly,the rapid growth of live-streaming e-commerce and influencer-driven economies has catalyzed the emergence of the“small-batch customization market”in apparel manufacturing.This market typically begins with small orders of fewer than 200 items,which,once proven successful as“blockbuster”products,are followed by large-scale orders.For incumbent apparel manufacturers,small-batch customization entails higher costs and lower margins.However,adhering rigidly to large-scale production,with minimum order quantities in the thousands,risks leaving them without orders and exposed to disrup-tion.Nonetheless,effectively addressing the impact of disruptors remains a formidable challenge for incumbent firms.Existing research on how incumbent firms respond to disruptive in-novation has primarily centered on the“ambidextrous organization”strategy.However,this approach introduces significant challenges,particularly due to a lack of resource syn

关 键 词：在位企业 颠覆式创新 数字技术 资源可扩展性 

分 类 号：TP399[自动化与计算机技术—计算机应用技术] F273.1[自动化与计算机技术—计算机科学与技术]