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1、上海交通大学硕士学位论文 不确定性下的战略创新 I不确定性下的战略创新 摘 要 不确定性因素已经无处不在，而且在社会经济生活中占据着重要地位。伴随着全球经济和技术的高速发展和竞争的全球一体化，战略创新成为许多企业的共同选择。本文把不确定性与战略创新结合起来，从不确定性下的战略创新机制、途径与保障因素的角度来研究如何有效地开展战略创新。本文所做的主要研究工作可以概括为以下几个方面： （1 ） 不确定性下的战略创新机制。 不确定性引发环境与组织状态的变化，进而影响企业战略创新的动力与阻力而发挥作用。企业战略创新主体在创新动力与创新阻力的共同作用下，开展并维持创新行动，实现创新目标。当不确定性程度高
2、时，创新动力超越创新阻力，推动企业开展战略创新；当不确定性程度低时，创新动力被创新阻力抵消，企业保持战略稳定。于是，在不确定性的影响下，企业开始了战略创新的动态平衡。在不确定性下，战略创新还具有一定的风险：战略创新过分前瞻性而无法有效实施；企业战略与组织结构不匹配而陷入管理冲突；频繁战略创新颠覆了企业的战略稳定性等。 （2 ）不确定性下的战略创新途径。不确定性下，企业可以通过再思考企业的商业定义，再思考企业的客户，再思考企业提供的价值以及再思考企业提供价值的方式等途径开展战略创新。颠覆性创新因为其有效地规避了竞争不确定性而成为企业在不确定性下进行战略创新的重要途上海交通大学硕士学位论文 不确定
3、性下的战略创新 I I径。颠覆性创新是技术的发展轨迹与需求的变化轨迹不同步造成的。企业在开展颠覆性创新时，面临市场的不确定性、组织结构的阻力以及固定知识模式的限制等障碍。企业可以通过培育或购买新的能力，建立独立的内部组织结构，适时进行反商品化策略和建立颠覆性创新成长机制来开展颠覆性创新。颠覆性创新发展的动力离不开技术和需求之间的相互作用。颠覆性创新的技术替代有三种情形：与主导驱动力相关的旧技术走向成熟；先前的驱动力成熟，新的驱动力出现而旧技术不能满足新的主导驱动力中未能满足的需求；环境变化创造出新的主导驱动力。后面两种情形具有明显的非竞争性和隐蔽性。 （3 ）不确定性下的战略创新保障。在不确定
4、性下，企业的战略创新需要一定的保障因素。这些保障因素包括：组织学习与创新文化、战略柔性和战略调适能力。企业在运用战略柔性时需要平衡其与运营效率的关系。战略调适能力能够有效地扩展企业战略创新的选择空间与降低不确定性。 专门研究不确定性下的战略创新问题的国内外并不多见。本文的研究将为企业在不确定性下开展战略创新提供有益的理论指导与参考，具有一定的理论意义与实际应用价值。 关键词：不确定性，战略创新，机制，颠覆性创新 上海交通大学硕士学位论文 不确定性下的战略创新 I I ISTRATEGIC INNOVATION UNDER UNCERTAINTY ABSTRACT Uncertainties h
5、ave been everywhere, and occupy an important position in social and economic life. Along with the rapid development of economy and technology and globalization of competition, strategic innovation has become the common choice of many enterprises. the uncertainty and strategic innovation are combined
6、 in this paper, and we will study how to develop strategic innovation effectively in terms of mechanisms of strategic innovation under uncertainty, ways and protection factors. In this paper, the main research work done can be summarized as follows: (1) The mechanism of strategic innovation under un
7、certainty. Uncertainties trigger the state of the environment and organization changes; thereby affect the impetus and resistance of strategic innovation. In the combined force of impetus and resistance, Enterprise strategy innovation develops, maintain innovation and achieve the goal. When a high d
8、egree of uncertainty, the driving force of innovation beyond the innovative resistance, the enterprises are encouraged to carry out strategic innovation; when the degree of uncertainty is low, the innovation resistance offset the driving force, enterprise to maintain strategic stability. Thus, under
9、 the impact of uncertainty, companies begin the dynamic equilibrium of strategic innovation. Under uncertainties, the strategic innovation also has a certain degree of risk: strategic innovation could be over- looking to affect the effective implementation; business strategy and organizational struc
10、ture does not match to be trapped in the conflict of management; frequent strategic innovation to subvert the strategic stability. (2) The strategic innovative approach under uncertainty. Under uncertainty, Enterprises can carry out strategic innovations by rethinking the definition of the business,
11、 rethinking customers, rethinking the value provided by enterprises, as well as rethinking the way of providing etc. Subversive innovation becomes an important way to carry out strategic 上海交通大学硕士学位论文 不确定性下的战略创新 I Vinnovation under the uncertainty because it effectively avoid the uncertainty of compe
12、tition. Subversive innovation is caused by the reason that the track of development of technology and changes in demand is not synchronized. In carrying out subversive innovation, enterprises will face obstacles such as market uncertainty, the resistance of organizational structure as well as the re
13、striction of fixed knowledge model. Enterprises can nurture or purchase new capacity to establish independent internal organizational structure, take an anti commercialization strategy and the put up subversive innovative development mechanisms to carry out subversive growth innovation. The developm
14、ent of subversive innovation is inseparable from the interaction of technology and the demand. There are three alternative scenarios about subversive innovative technology: the old technology associated with the leading driving force grows to mature; previous driving force becomes mature; the new dr
15、iving force emerges and the old technology cannot meet the demand of the new dominant driving force; environment changes create a new driving force. The latter two cases have obvious non- competitiveness and concealment. (3) The protection of strategic innovation under certainty. Strategic innovatio
16、n of enterprises needs a certain degree of protection factors under uncertainty. These factors include: organizational learning and innovative culture, strategic flexibility and the strategic ability to adapt. Enterprises need to balance the relations between strategic flexibility and the operational efficienc
