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近年来,公司创业逐渐成为创业研究的焦点之一,公司内创业作为公司创业的一个研究分支受到了众多学者的关注。本文基于亚泰集团的案例研究,深入探讨并购式内创业中高层管理支持、政策与环境、新业务自主程度等因素对并购式内创业过程的影响,以期从动态能力视角构建了一个并购式内创业中新业务转变为主营业务的路径模型。结果表明,从动态能力视角来看,高层管理支持、新业务自主程度以及新旧业务相似度对资源可获得性有正向影响,且受政策与环境的调节;政策与环境影响动态外部协调能力,动态信息利用能力对其起到调节作用;高层管理支持、新旧业务相似度、新业务自主程度及资源可获取性影响动态资源获取能力及内部整合能力。最后,对结果进行了讨论,并指出了本研究的局限性以及将来可能的研究方向。
In recent years, corporate entrepreneurship has gradually become one of the focuses of entrepreneurial research. As a branch of research on corporate entrepreneurship, intra-firm entrepreneurship has attracted the attention of many scholars. Based on the case studies of Yatai Group, this article explores the impact of mid-level and senior management support, policies and environment, and the degree of new business autonomy on M & A-style entrepreneurial process in M & A based on the case studies of Yatai Group. The new business into a business path model of the main business. The results show that, from the perspective of dynamic capabilities, the senior management support, the degree of new business autonomy and the similarity between new and old businesses have a positive impact on resource availability and are regulated by policies and the environment; dynamic external coordination of policies and environmental impact, Dynamic information utilization has played a regulatory role; senior management support, the similarity of old and new business, the degree of new business autonomy and accessibility of resources affect the dynamic resource acquisition capabilities and internal integration capabilities. Finally, the results are discussed, and the limitations of this study and the possible future research directions are pointed out.