管理评论 ›› 2021, Vol. 33 ›› Issue (11): 43-53.

• 数字化转型 • 上一篇    

传统企业如何通过内部创业实现数字化转型?——基于资源匹配的战略演化视角

王冰1, 毛基业2   

  1. 1. 重庆大学经济与工商管理学院, 重庆 400030;
    2. 中国人民大学商学院, 北京 100872
  • 收稿日期:2020-09-08 发布日期:2022-01-12
  • 通讯作者: 毛基业(通讯作者),中国人民大学商学院教授,博士生导师,博士。
  • 作者简介:王冰,重庆大学经济与工商管理学院助理研究员,博士。
  • 基金资助:
    国家自然科学基金面上项目(72072181);中央高校基本科研业务费项目(2021CDSKXYJG007)。

How do Traditional Enterprises Realize Digital Transformation through Internal Entrepreneurship?——A Strategic Evolution Perspective Based on Resource Matching

Wang Bing1, Mao Jiye2   

  1. 1. School of Economics and Business Administration, Chongqing University, Chongqing 400030;
    2. Business School, Renmin University of China, Beijing 100872
  • Received:2020-09-08 Published:2022-01-12

摘要: 传统企业实施数字化转型会遇到组织惯性、需求冲突等挑战,实践中有企业通过内部创业化解了上述挑战,成功实现了数字化转型,然而现有文献对该现象却缺少足够的解释。本文基于资源匹配的战略演化视角,采用案例研究方法剖析了两家传统服务型企业的数字化转型过程,并探究了背后的机理。具体而言,本文主要做出了以下三方面贡献:首先,本文归纳出一条新的战略演化路径,即从内部创业,到组织内的数字化创新,再到跨组织的外部协同|其次,本文发现内部创业能够通过结构区分和权力分配克服组织惯性,从而促进对组织资源的快速更新以及对数字化创新的探索|最后,本文还将组织和环境的关系细化为资源更新方向以及幅度和环境的不匹配,并探讨了促进二者匹配的关键行为,丰富了资源匹配的相关研究。

关键词: 数字化转型, 战略路径, 内部创业, 资源匹配, 案例研究

Abstract: Traditional companies will encounter challenges such as organizational inertia and demand conflicts when implementing digital transformation. In practice, some companies have resolved these challenges through internal entrepreneurship and successfully achieved digital transformation. However, the existing literature lacks sufficient explanations for this phenomenon. Based on the strategic evolution perspective of resource matching, this paper uses case study method to analyze the digital transformation process of two traditional service companies and explore the underlying mechanism. Specifically, this paper mainly makes three contributions. Firstly, this research summarizes a new strategic evolution path, from internal entrepreneurship to digital innovation within the organization, and then to external collaboration across organizations. Secondly, this paper finds that internal entrepreneurship can overcome organizational inertia through structural differentiation and power distribution, thus promoting the rapid renewal of organizational resources and the exploration of digital innovation. Finally, this paper also refines the relationship between organization and environment into the mismatch between resource renewal direction/amplitude and environment, and discusses the key behaviors to promote their matching, which enriches the related research of resource matching.

Key words: digital transformation, strategic path, internal entrepreneurship, resource matching, case study