連鎖董事網(wǎng)絡(luò)對企業(yè)創(chuàng)新戰(zhàn)略的影響研究
發(fā)布時間：2018-10-24 07:17
【摘要】：隨著競爭日益全球化且環(huán)境日益多變,組織的創(chuàng)新能力越來越成為決定組織能否取得成功的關(guān)鍵因素之一。企業(yè)的創(chuàng)新能力決定了企業(yè)技術(shù)投資的有效性,是創(chuàng)造新產(chǎn)品或服務(wù)的基礎(chǔ)。而企業(yè)創(chuàng)新能力的大小又在很大程度上取決于其創(chuàng)新戰(zhàn)略。企業(yè)本身所具有的資源是企業(yè)提高創(chuàng)新戰(zhàn)略的基礎(chǔ),對資源的充分利用以及不斷更新升級,是企業(yè)創(chuàng)新戰(zhàn)略有效實施的關(guān)鍵。隨著社會網(wǎng)絡(luò)的不斷演進,企業(yè)之間對網(wǎng)絡(luò)關(guān)系的競爭也愈演愈烈,企業(yè)連鎖董事也逐漸成為一種普遍現(xiàn)象,成為企業(yè)獲取外部資源的重要途徑之一。本研究探討連鎖董事關(guān)系如何影響公司的創(chuàng)新戰(zhàn)略,并從傳統(tǒng)行業(yè)和高新技術(shù)行業(yè)兩類不同性質(zhì)的行業(yè)角度,分別探討了連鎖董事網(wǎng)絡(luò)位置對創(chuàng)新戰(zhàn)略的影響。本研究選取滬深A(yù)股上市公司數(shù)據(jù)為樣本,集中探討三個問題：(1)擁有連鎖董事關(guān)系的企業(yè)在創(chuàng)新戰(zhàn)略決策上是否具有相似性；(2)基于行業(yè)之間存在差異,分別分析傳統(tǒng)行業(yè)和高新技術(shù)行業(yè)樣本公司的程度中心度、中間中心度以及接近中心度對創(chuàng)新戰(zhàn)略的影響；(3)對比傳統(tǒng)行業(yè)和高新技術(shù)行業(yè)樣本公司在網(wǎng)絡(luò)位置對創(chuàng)新戰(zhàn)略影響上的異同,以期求得更符合需求的結(jié)論。本研究采用社會網(wǎng)絡(luò)分析以及BP神經(jīng)網(wǎng)絡(luò)模型構(gòu)建等方法,基于理論研究和實證分析得到如下結(jié)論：(1)連鎖董事關(guān)系與企業(yè)的創(chuàng)新戰(zhàn)略決策存在弱正相關(guān)性,但在統(tǒng)計上并不顯著；(2)對于傳統(tǒng)企業(yè)來說,程度中心度和中間中心度對創(chuàng)新戰(zhàn)略存在正向影響,而接近中心度則存在消極影響；(3)對于高新技術(shù)企業(yè)來說,中間中心度和接近中心度對創(chuàng)新戰(zhàn)略存在積極影響,而程度中心度則存在消極影響。最后,本文根據(jù)得出的實證分析結(jié)果,提出如何利用連鎖董事網(wǎng)絡(luò)關(guān)系的對策建議。
[Abstract]:With the globalization of competition and the increasingly changeable environment, the innovation ability of the organization has become one of the key factors to determine the success of the organization. The innovation ability of enterprises determines the effectiveness of technology investment and is the basis of creating new products or services. And the size of enterprise innovation ability depends on its innovation strategy to a great extent. The resource of the enterprise itself is the foundation of the enterprise's innovation strategy. The key to the effective implementation of the enterprise's innovation strategy is to make full use of the resources and to update and upgrade continuously. With the continuous evolution of social network, the competition between enterprises on the network is becoming more and more fierce. The chain directors of enterprises have become a common phenomenon and one of the important ways for enterprises to obtain external resources. This study discusses how the relationship between chain directors affects the innovation strategy of the company, and discusses the influence of the network location of the chain director on the innovation strategy from the perspective of the traditional industry and the high-tech industry. Based on the data of Shanghai and Shenzhen A-share listed companies, this study focuses on three questions: (1) whether the companies with chain director relationship have similarity in innovation strategy decisions; (2) based on industry differences, This paper analyzes the degree of centrality of the traditional industry and the high-tech industry sample company, the influence of the intermediate center degree and the proximity center degree on the innovation strategy. (3) compare with the traditional industry and high-tech industry sample companies in the network location on the impact of innovation strategy similarities and differences, in order to obtain more in line with the demand for conclusions. Based on the theoretical research and empirical analysis, the conclusions are as follows: (1) there is a weak positive correlation between the relationship between the chain directors and the innovation strategy decision of the enterprise. But it is not statistically significant; (2) for traditional enterprises, the degree centrality and intermediate centrality have a positive effect on innovation strategy, while close centrality has a negative effect; (3) for high-tech enterprises, the degree of centrality and intermediate centrality have a negative impact on innovation strategy. Intermediate centrality and close centrality have positive influence on innovation strategy, while degree centrality has negative effect on innovation strategy. Finally, according to the results of empirical analysis, this paper puts forward some countermeasures and suggestions on how to use the network relationship of chain directors.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F271;F273.1
，
本文編號：2290697
[Abstract]:With the globalization of competition and the increasingly changeable environment, the innovation ability of the organization has become one of the key factors to determine the success of the organization. The innovation ability of enterprises determines the effectiveness of technology investment and is the basis of creating new products or services. And the size of enterprise innovation ability depends on its innovation strategy to a great extent. The resource of the enterprise itself is the foundation of the enterprise's innovation strategy. The key to the effective implementation of the enterprise's innovation strategy is to make full use of the resources and to update and upgrade continuously. With the continuous evolution of social network, the competition between enterprises on the network is becoming more and more fierce. The chain directors of enterprises have become a common phenomenon and one of the important ways for enterprises to obtain external resources. This study discusses how the relationship between chain directors affects the innovation strategy of the company, and discusses the influence of the network location of the chain director on the innovation strategy from the perspective of the traditional industry and the high-tech industry. Based on the data of Shanghai and Shenzhen A-share listed companies, this study focuses on three questions: (1) whether the companies with chain director relationship have similarity in innovation strategy decisions; (2) based on industry differences, This paper analyzes the degree of centrality of the traditional industry and the high-tech industry sample company, the influence of the intermediate center degree and the proximity center degree on the innovation strategy. (3) compare with the traditional industry and high-tech industry sample companies in the network location on the impact of innovation strategy similarities and differences, in order to obtain more in line with the demand for conclusions. Based on the theoretical research and empirical analysis, the conclusions are as follows: (1) there is a weak positive correlation between the relationship between the chain directors and the innovation strategy decision of the enterprise. But it is not statistically significant; (2) for traditional enterprises, the degree centrality and intermediate centrality have a positive effect on innovation strategy, while close centrality has a negative effect; (3) for high-tech enterprises, the degree of centrality and intermediate centrality have a negative impact on innovation strategy. Intermediate centrality and close centrality have positive influence on innovation strategy, while degree centrality has negative effect on innovation strategy. Finally, according to the results of empirical analysis, this paper puts forward some countermeasures and suggestions on how to use the network relationship of chain directors.
【學(xué)位授予單位】：湖南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F271;F273.1
，
本文編號：2290697
本文鏈接：http://sikaile.net/jingjilunwen/xmjj/2290697.html
最近更新
教材專著
