中国新技术企业在产品开发绩效营销策略创新的权变价值(英文中文对照

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2024年7月13日发(作者：)

The contingent value of marketing strategy innovativeness for product

development performance in Chinese new technology ventures

Abstract

This study extends research on entrepreneurial behavior by investigating the

relationship between the marketing strategy innovativeness (MSI) and new

product performance in technology-based new ventures in China. Specifically,

premised on contingent resource-based view we argue that MSI is a firm capability

that must be bundled with external managerial relationships and be deployed in

the appropriate environment to ensure its success. We found that the team's extra

industry relationships and market dynamism enhanced the impact of MSI on new

product performance. In contrast, top management team's intraindustry

relationships, financial relationships, and technology dynamism hindered the

impact of MSI on new product performance.

1. Introduction

The vast majority of research on organizational innovation adopts a

resource-based perspective that predicts positive returns to organizational

resources and capabilities. This work has been restricted, however, to the narrow

context of product innovation. Although product innovation enhances firm

performance only when it is successfully commercialized, prior research tends to

pay little attention to accompanying marketing innovations (Shervani & Zerrillo,

1997). The current study concerns a neglected, yet potentially positive

entrepreneurial strategic activity — marketing strategy innovativeness (MSI) —

which refers to the degree to which the marketing strategy which accompanies a

new product differs from competing strategies and conventional practices

(Andrews & Smith, 1996; Hambrick, Cho, & Chen, 1996; Menon, Bharadwaj,

Adidam, & Edisonet, 1999; Sethi et al., 2001). Examples of MSI practices include the

use of new packaging, new distribution methods and channels, new advertising

media and content, ingenious pricing and payment methods. MSI ensures the new

product enjoys a unique competitive position because it is radical, departs from

the status quo, is proactive, unconventional and unpredictable (Andrews & Smith

1996; Hambrick et al., 1996; Menon et al., 1999). Thus, MSI is likely to strengthen

the position of the new product in the marketplace above and beyond the value

conveyed by its physical characteristics (Andrews & Smith, 1996).

MSI is classed as capability because it is the outcome of a firm's specialized

knowledge, unique understanding of the environment and idiosyncratic processes

(Eisenhardt & Martin,2000). As Verona (1999: 139) posits, the ability to creatively

and imaginatively make strategic decisions regarding a product's development

and its marketing are rent-generating routines that enhance performance. MSI

may enhance product development performance by creating uncertainties for

competitors through variation in the bases of competition (Eisenhardt & Tabrizi,

1995). Capturing the contribution of MSI at the product develop-ment level is also

consistent with the idea that resources' contribution to performance should be

investigated by disaggregating firm performance into processes which are less

distal from the focal resources (Ray, Barney, & Muhanna, 2004).

However, Eisenhardt and Martin (2000: 1110) suggest that despite their value,

capabilities are substitutable because there are multiple paths through which firms

can acquire the same dynamic capabilities independent of other firms. Hence,

capabilities may be necessary, but not sufficient, sources of sustained competitive

advantage. This implies that a focal capability needs to be made inimitable

through combination with other organizational skills and capabilities and

deployment in the appropriate environment (Eisenhardt & Martin, 2000). As

Barney (1991) argues, even though a firm's capability may be valuable, rare and

inimitable, its ability to provide sustainable competitive advantage often lies in its

configuration with complementary internal and external resources. Teece, Pisano,

and Shuen (1997: 515) also argue that performance outcomes of a firm's capability

depend on its ma-nagement ability to deploy the capability in an appropriate

environment. Finally, Porter (1991: 108) warns against internal focus on resources

because the competitive value of resources can be enhanced or eliminated by

changes in technology, competitor behavior or buyer needs.

Drawing on this contingent resource-based view of the firm, we advance and

test the idea that, particularly in new ventures in an emerging economic

environment, the impact of MSI on new product performance is conditional upon

its top management team's external relationships and environmental conditions.

New ventures tend to have higher failure rates than established firms.

Stinchcombe (1965) provided several reasons for this liability of newness. They

have limited resources, lack of infor-mation processing structures, and stable links

with clients, supporters and customers. Given their liabilities of newness, new

ventures need to be creative and learn new roles and tasks and this may conflict

with constraints on their resources. Moreover, as a form of first-moving, MSI is

inherently risky (Ketchen, Snow, & Hoover, 2004). First, it takes time and resources

(i.e., increased salesforce efforts) to educate customers to the new marketing

strategy features; further, MSI can expose new ventures to strong and unpredicted

reactions by incumbents; lastly, MSI can be imitated by competitors, who can

capitalize on the early errors made by the new venture. These contrasting

arguments reinforce the need to understand under which circumstances (i.e., on

which internal and external contingencies) MSI will contribute to new product

performance.

In contrast to developed market economies, the complexity and dynamism of

the transitional environment in China means that firms must confront the

challenges of new (often dysfunctional) competition and also collapsing

capabilities (Li & Atuahene-Gima, 2001, 2002). Thus, scholars suggest that success

in China market requires significant exploration involving experimentation and

innovation (Luo, 2002; Luo & Park, 2001, p. 145). We contend that to sustain the

viability of their innovative marketing strategies in China, new venture managers

may need to leverage their external relationships. Research suggests that external

relationships are particularly important sources of valuable resources and

information that can augment firm performance in transitional economies like

China (Park & Luo, 2001; Peng & Luo, 2000). Because of their liabilities of newness,

we posit that a venture's top management team's external social capital (i.e., the

ability to mobilize financial resources, information and support through external

relationships with managers inside and outside the industry, and with officials of

government and financial institutions) may determine the degree of success of

MSI. In support of this idea, Lee, Lee, and Pennings (2001) found that external

relationships with venture capitalists and universities enhanced the perfor-mance

effects of the entrepreneurial orientation and technology capabilities of new

ventures, respectively. Further, considering that the value of a firm's capabilities

and resources is context specific (Eisenhradt & Martin, 2000; Porter, 1991; Teece et

al., 1997), we propose that technology and market uncertainty will play an

important role in the effectiveness of MSI.

This study contributes to the literature in three important areas. First it

contributes to the abovementioned debate on the inherent value of MSI and its

relationship with performance. For example, prior research has assumed a positive

relationship between MSI and new product performance (Andrews & Smith,1996).

However, such an assumption tends to ignore the transaction costs associated

with MSI and, more generally, overlooks the potential problems associated with

the deviation from industry practices. Hence, determining when MSI will increase

new product performance offers a direct test of the contingency view of internal

firm capabilities espoused in resource-based theory (Barney, 1991; Teece et al.,

1997).Second, despite recent theoretical developments (Blyler & Coff,2003), few

empirical studies model the firm's social capital as a potential complement of

internal capabilities; this study extends our understanding by for the first time

examining managerial relationships both inside and outside the industry, as called

for by Peng and Luo (2000). Finally, this study extends and lends support to recent

work that integrates resource-based and social capital theories as an explanation

for new venture performance in the Chinese context (Lee et al., 2001).

tual model and hypotheses

2.1. Resource-based theory and MSI in technology-based new ventures in

China

According to the resource-based theory, performance differ-ences across

firms are the result of variance in their resources and capabilities that are rare,

valuable and inimitable(Barney,1991). This theory implies that to outwit

competitors, new ventures need to develop distinct and innovative strategies and

, Pearson, and Amasone(2002:367) contend that, because of their

liability of newness, “the task of the new venture TMT [top management team] is

largely one of creativity and learning, where the ability to produce novel and

integrated solutions is an important attribute” for high performance. New

ventures are at a competitive disadvantage against large and established firms in

their traditional domains because of lack of resources, immature organizational

processes and limited operational experience (Lee et al., 2001: 617). Hence,

reliance on traditional products, marketing methods, and organizational processes

is bound to lead to failure. The survival of new ventures depends largely on the

intro-duction of new and differentiated products, processes and marketing

innovations. Such innovations may be rare and valuable capabilities because the

knowledge needed to develop and successfully implement them involves socially

complex learning and relational skills in strategy making that are unique to the

firm (Eisenhradt & Martin, 2000). For example, MSI involves the interaction of a

group of individuals with different expertise and sources of knowledge, the use of

integrative procedures to coordinate and combine their skills, knowledge and

abilities, and idiosyncratic reward, training and control systems. In addition, such a

process involves firm's initiatives based on managerial discretion formed on the

basis of understanding of the environment. Decision-makers attend to the

environment, interpret the conditions and assign meaning to the actions they take

in idiosyncratic ways (Verona, 1999). Furthermore, MSI is path dependent. It results

from the idiosyncratic culture,experience,and history of the firm and from

functional,educational,and tenure backgrounds of the

decision-makers(Andrews&Smith,1996;Hambrick et al.,1996).The availability of a

group of executives with the requisite characteristics to develop innovative

strategic actions is highly constrained:it can neither be easily developed within the

firm nor acquired from outside(Eisenhardt&Martin,2000). Following these

arguments,the central premise of this study is that MSI is a key capability of a new

venture. New ventures must develop innovative strategies but the possession of

an innovative strategy does not assure commercial success of a

,consistent with the contingent resource-based view of the firm,the

productive capacity of MSI is determined by its congruency with other

organizational capabilities and the environmental particular, effective

implementation of MSI and its effects on performance cannot be assumed by new

ventures in a transitional economy, such as reforms in China have led

to the entry of a great number of foreign firms increasing the competitive

pressures for local has led to increased control of marketing

resources,such as outdoor advertising space,by foreign firms and increased

marketing costs(EIU,2002). Also,Chinese consumers tend to perceive that foreign

brands are of higher quality,reliability,and are more sophisticated than locally

produced products(Li and Atuahene-Gima,2002).

Further,given the transitional nature of the economy,the Chinese government

plays an important role in regulating firms' marketing example,the

pricing,packaging, distribution,and advertising of products are increasingly being

controlled by central and local governments with the objective of preventing

activities or messages that contradict or divulge state policies and secrets or may

be harmful to the dignity of the Chinese(People's Daily,2002);though public

regulations on marketing strategy ,packaging,advertising)exist in

developed market economies as well,the degree of control put forth by Chinese

authorities is tighter and highly discretional and therefore represents an additional

constraint to the implementation of innovative marketing strategies in the Chinese

context. We believe that although these environmental conditions make it

imperative for new ventures to develop innovative strategies,they nevertheless

pose significant obstacles in the implementation e new ventures

also face significant external obstacles in obtaining the resources that may be

required to implement an innovative 's transitional economy is

characterized by weak capital market structures,institutional instability and lack of

coherent business comparison with well-established firms,new ventures

have less legitimacy in terms of relationships with suppliers, customers,and

government these circum-stances,new ventures have greater

external difficulties in raising resources,licenses and approvals for their activities(Li

&Atuahene-Gima,2001),and face increased uncertainty and costs in

consummating market exchanges(Xin&Pearce,1996).

Following the contingent resource-based view,we argue that to harness the

advantages of MSI,Chinese new ventures must overcome these obstacles by

relying on the external relation- ships of their top management(Lee et al.,2001)and

by deploying their resources in an appropriate technology and market

environment(Teece et al.,1997).

ting role of top management team external relationships

External relationships are capabilities that are difficult to duplicate by

competitors because they are socially complex. Hence,they constitute effective

sources of information and resources for new ventures that augment their meager

resources in implementing strategic innovations(Lee et al.,2001).Thus, external

relationships contribute to the effectiveness of organizational action by reducing

transaction costs within and between firms,notably information search and

decision-making idea that external relationships may provide valuable

sources of information and influence for organizations has been particularly

important in work on transitional economies such as chers have

argued that guanxi relations in China provide vital sources of information and

influence that can be used to promote company performance(Park&Luo,2001;

Peng&Luo,2000).Pervasive uncertainties and high levels of risk associated with

businesses in transitional economies can be buffered by external relationships that

can provide access to technical and managerial expertise that may not readily be

available through labor ting roles of this type are commonly

performed by impersonal agents in more highly developed

markets;however,transitional economies typically lack the necessary social and

institutional infrastructure for that type of exchange and companies must rely on

informal channels (Li&Atuahene-Gima,2001).Park and Luo(2001)found that

Chinese firms pursuing creative strategies sought more resources from external

sources to mitigate the costs and risks associated with such

research suggests a moderating role for such relationships in the use of innovative

strategies. Prior research suggests two main types of external

relation-ships:(1)those with managers of other firms,and(2)those with officials of

government and financial institutions(Peng&Luo,2000).Relations with managers

can be further categorized into two:relationships with managers outside the firm's

industry (extraindustry relationships)and those with managers within the same

industry(intraindustry relationships)(Geletkanycz& Hambrick,1997).Our focus on

these external relationships is not to deny the importance of other specific

managerial rela-tionships such as those with customers and , our

focus responds to Peng and Luo's(2000:498)call for the need to probe deeper into

types of managerial relationships in China and also recognizes the critical

importance of government and financial relationships for new ventures in

China(Park& Luo,2001;Peng&Luo,2000).

and extraindustry relationships

Extraindustry relationships refer to the degree to which the top management

team has built connections with managers of firms outside its own

industry,defined as the high-technology industry in which the new venture

ndustry relationships refer to the degree to which the top

management team has built connections with executives of other firms operating

within the same industry as its own recent contribution by Blyler and

Coff(2003)has strongly advocated the central role of social capital in enabling

dynamic capabilities. However,different aspects of managers' connections to social

networks may have opposite effects on the content of strategy

ancyz and Hambrick (1997)argued that while intraindustry

relationships promote conformity to industry norms and recipes,extraindustry

relationships provide a broader range of information and evoke strategies that

deviate from prevailing research highlights an important

connection between inter-firm relationships and internal processes of information

acquisition and learning in strategic decision-making. Extraindustry relationships

serve as conduits for new information and insights into the e

managers outside the focal new venture's industry operate in different competitive

and resource environments they possess different experiences and mental

models,and have access to new ideas about different

relationships inform the managers of the focal venture about potential new

strategies, and allow greater speed,flexibility and efficiency in strategy

,extraindustry relationships are likely to reduce the high

cost and potential errors associated with the collection and use of new information

in an immature social interaction context of a new eliminating these

transaction costs,extraindustry relationships increase the types of new information

and insights such that top managers are able to spot implementation problems in

MSI they otherwise would have missed.

Intraindustry relationships,in contrast,help firms to acquire deeper knowledge

and understanding of the competitors' knowledge of competitors

may encourage new ideas,such knowledge may actually harm the implementation

of an innovative strategy in logic is that managers in the same

industry are exposed to familiar opportunities and threats,and routines with which

to handle ,the top management team of the focal new venture is less

likely to discover novel insights and ideas for implementing an innovative strategy

in marketing. Intraindustry relationships provide mental models that are a misfit

with the focal venture's MSI and therefore may jeopardize its effective

implementation.

extraindustry relationships are high,MSI has apositive effect on

new product performance.

intraindustry relationships are high,MSI has anegative effect on

new product performance.

中国新技术企业在产品开发绩效营销策略创新上的权变价值

摘要

本研究基于对中国营销策略创新之间的关系对创业行为研究（MSI）与新产品绩效技

术为基础的新风险的研究。具体而言，以资源为基础的观点，我们认为，MSI的队伍是企

业能力必须捆绑外部管理关系和被部署在合适的环境下确保其成功。我们发现，团队的额

外行业关系和市场活力增强了MSI对新产品性能的影响。与此相反，高层管理团队的产业

内在关系、金融关系、技术的活力等阻碍了MSI对新产品绩效的影响。

1、简介

绝大多数的组织创新的研究采用了资源为基础的角度来看，预测组织资源和能力的积

极回报。这项工作已经成为制约。然而，在产品创新的狭窄背景下。虽然产品创新提高了

企业绩效，只有当它是成功的商业化，以前的研究往往很少伴随着营销创新被关注，这是

指在任何程度上伴随着新产品不同于常规的竞争策略和营销策略。MSI实践的例子包括使

用新的包装，新的分销方法和渠道，新的广告媒体和内容，巧妙的定价和付款方式。MSI

确保新产品享有独特的竞争地位，因为它是激进的，脱离现状的，积极主动的，非常规和

不可预知的。因此，MSI有可能加强新产品在市场上的地位和超越其物理特性所传达的价

值。

MSI被归类为能力，因为它是一个公司的专业知识，对环境和独特的过程的独特理解

的结果。维罗纳认为，创造性和想象力的能力做出的战略决策，对于产品的开发和营销产

生租金的例程，有助于提升业绩能力。MSI可能通过在竞争的基础上改变竞争对手的不确

定性，提高产品开发性能。在产品开发水平上捕捉MSI的贡献与资源对性能的贡献也是一

致的，应通过分解公司业绩按就近原则的过程从核心资源开始调查。

然而，艾森哈特和马丁认为，尽管他们的价值，能力是可替代的，因为有多个路径的

企业可以获得相同的动态性能而独立于其他公司。因此，能力可能是必要的，但不是充分

的，还应有持续的竞争优势的来源。这意味着，核心能力需要通过在适当的环境中组织其

他的技能和能力，并结合独特的部署。Barney认为，即使一个公司的能力可能是有价值的，

罕见的，独特的，它提供可持续的竞争优势的能力往往体现在其配置与互补等几方面来内

外资源。Teece, Pisano, 和Shuen也认为，一个公司的性能结果取决于其管理能力和在适

当的环境中部署的能力。波特建议企业内部关注资源，因为资源的竞争价值可以通过技术

变化、竞争者行为或买方需求来增强或消除。

基于这种权变的资源基础观，特别是在新兴企业在一个新兴的经济环境下，我们要有

大胆尝试和测试的想法，MSI对新产品性能的影响取决于其高层管理团队的外部关系和环

境条件。新企业公司的建立往往有更高的破产率，斯廷奇库姆分析了这一新奇的责任的几

种原因。他们拥有有限的资源，缺乏信息处理结构，缺乏与客户、支持者和客户保持稳定

的联系。考虑到他们的新的债券，新的企业需要创新和学习新的角色和任务，这可能与他

们的资源的限制冲突，此外，作为第一种移动形式，MSI本质上是危险的。首先，它需要

时间和资源传授客户新的营销策略和特点，此外，MSI通过在职人员不可预知的反应可以

使新企业暴露新的风险，从而使其强大。最后，MSI可以通过利用早期错误所作出的新的

风险模仿竞争对手，这些对比的论据加强了内部和外部突发事件的论证，从而将有助于

MSI了解对新产品的性能增加公司的业绩。

相反，发达的市场经济国家，在中国的复杂性和变化的环境动态性意味着企业必须面

对新的挑战（经常失调），竞争有可能会瓦解，因此，学者认为，在中国市场的成功需要涉

及的实验和创新意义的探索。我们认为，维持其在中国营销策略创新的活力，新的企业管

理人员可能需要利用自己的外部关系。研究表明，外部关系是有价值的资源和信息，尤其

像中国这样的转型经济中，是特别重要的资源和信息来源。由于他们的新颖性的责任，我

们断定，一个企业的高层管理团队的外部社会资本（即，能够调动财政资源，信息和支持

通过分机与内部和外部的行业管理者内部的关系，以及与政府和金融机构的官员）可能决

定MSI成功的程度。特别的，支持这种想法的，Lee, Lee, 和 Pennings 发现，与风险资

本家和大学外部关系增强了创业导向性能的影响和新企业的技术能力。此外，考虑到企业

的能力和资源价值的具体环境，我们建议，技术和市场的不确定因素理论将在MSI的有效

性上起着重要的作用。

这项研究有助于文学在三个重要领域。首先，它有助于上述辩论的内在价值的MSI及

其与性能的关系。例如，以前的研究假设MSI和新产品性能之间的正相关关系，然而，这

样的假设往往忽视与MSI相关的交易成本，更一般地，忽略了潜在的问题与偏离行业惯例。

因此，确定MSI将增加新产品的性能提供了一个直接测试的权变观点的内部企业能力，信

奉资源基础理论。其次，尽管最近的理论很少有实证研究模型，但是对企业的社会资本可

以作为一个内部能力潜在的补充。这项研究扩展了我们的理解，第一次研究管理关系的内

部和外部的行业，这被称为 Peng 和Luo（2000）。最后，在中国的背景下，本研究的扩

展和支持最近研究工作者整合资源和社会资本理论解释了新的风险表现。

2、概念模型与假设

2.1中国科技型新创企业的资源基础理论和MSI

根据资源基础理论、性能差异在公司自己的资源和能力，是罕见的变异的结果，有价

值的，独特的。这个理论意味着战胜竞争对手，新企业需要开发不同的创新策略和过程，

恩格斯，皮尔森，和Amasone认为，由于其新奇的责任，“新创企业TMT（高层管理团

队）的任务很大程度上是创造力和学习能力的一个方面，而生产新的和集成的解决方案的

能力是高绩效的一个重要属性。由于缺乏资源，不成熟的组织流程和有限的业务，新的企

业在竞争激烈的劣势，在他们的传统领域的大型和既定的公司经验，因此，依赖于传统的

产品，营销方法和组织流程必将导致失败。新创企业的生存在很大程度上取决于新的和差

异化的产品介绍、流程和营销创新。这样的创新可能是罕见的和有价值的能力，因为需要

开发和成功实施这些知识涉及社会复杂的学习和关系技能的战略对公司来说是独一无二的。

例如，MSI涉及一组具有不同专业知识和知识来源的个体之间的相互作用，利用综合程序

协调和结合他们的技能，知识和能力，以及特殊的奖励，培训和控制系统。此外，这样的

过程涉及公司的举措的基础上形成的管理自由裁量权的基础上了解环境。决策者关注环境，

解释条件，并赋予他们以特殊方式采取行动的意义，此外，MSI是路径依赖。它的特质文

化，经验和历史的公司和功能，教育和任期背景的决策者。一组具有必要的特点，开发创

新战略行动的高管的可用性是高度受限的：它既不容易在企业内部发展，也不能从外部获

得。以下这些论点，本研究的核心前提是，MSI是一个新的企业的关键能力。新的企业必

须开发创新的策略，而是一个创新战略占有不能保证产品的商业成功。而随着企业队伍的

资源基础观点一致，MSI的生产能力是通过与其他组织能力的一致性和环境条件确定的。

特别是，MSI和对性能的影响是不能通过转型经济中的企业有效实施新的假设，如中国。

在中国市场化改革导致了大量的外资企业为当地企业增加竞争压力进入。这导致了营销资

源的控制增加，如户外广告空间，外国企业和营销成本增加（EIU，2002）。此外，中国消

费者往往认为外国品牌的质量，可靠性比国内当地生产的产品更精细。

此外，鉴于经济的过渡性，中国政府在规范企业营销活动中发挥着重要作用。例如，

价格，包装，分销和广告的产品正越来越多地控制，中央和地方政府的目的是防止活动或

信息泄露或泄露国家政策和秘密，或者可能损害中国人的尊严。虽然市场营销战略领域（例

如，包装，广告）的公共法规也存在于发达市场经济国家，中国政府自由裁量控制程度越

来越高，因此代表了创新营销策略的实施额外的约束中国含义。我们相信，虽然这些环境

条件，使新的企业发展创新战略势在必行，然而，在实施阶段，中国的新企业也面临着重

大的外部障碍，在获取资源，可能需要实施的创新策略。中国转型经济的特点是弱有效的

资本市场结构、制度的不稳定和连贯的商业法律的缺失。与老牌企业相比，新创企业在与

供应商、客户和政府机构的关系方面具有较少的合法性。这些情况下，新的企业有更大的

外部困难筹集资源，为他们的活动的许可证和批准，从而面对在完善市场交易中增加的不

确定性成本。随着资源基础的观点，我们认为，利用MSI的优势，中国的新创企业必须依

靠高层管理人员的外部关系来克服这些障碍并在适当的技术和市场环境中部署其资源。

2.2 高层管理团队外部关系的调节作用

外部关系是竞争对手难以复制的能力，因为它们有着社会的复杂性。因此，他们构成

了有效的信息来源和资源的新企业，他们需要增加微薄的资源，实施战略创新。因此，外

部关系有助于组织行动的有效性，通过减少企业内部和企业之间的交易成本，特别是信息

搜索和决策成本。外部关系可以为组织提供信息和影响的重要来源对中国转型经济研究工

作尤为重要。研究人员认为，中国所谓的“关系”的为公司提供重要的信息来源和影响，

可促进公司业绩。在转型经济下，企业之间普遍存在的市场的不确定性和高水平的风险可

以缓冲外部关系，可以提供技术和管理专业知识的咨询，这可能不容易通过劳动力市场调

节。这种类型的调节作用通常是由客观的代理人在更高度发达的市场下实现的；然而，转

型经济体通常缺乏必要的社会和制度基础设施，这种类型的交流和企业必须依靠非正式渠

道，Park 和 Luo发现，中国企业追求创造性的这种策略，以寻求更多的外部资源，减轻

成本和风险。这项研究表明，这种关系的调节作用，如同在使用创新战略。以前的研究表

明两种主要类型的外部关系：（1）与其他公司的管理人员（2）与政府及金融机构官员。

关系管理可以进一步分为两个：与公司以外的行业管理的关系和那些管理者在同一行业内

的生产关系。我们对这些外部关系的重点不是否认其他具体管理关系如与客户和员工的重

要性。相反，我们的重点是回应Park 和 Luo的呼吁需要更为深入的探讨在中国管理关系

的类型，也承认政府和网络的重要性在中国新的企业之间的金融关系。

2.3内部和其他外部行业关系

其他外部行业关系取决于高层管理团队与外部行业的管理者建立联系的程度，定义为

高新技术产业，在新的企业经营。产业内的关系是指的程度，高层管理团队的建立与运行

在同一行业内其他公司的管理人员为自己的公司联系。由Blyler和COFF最近大力提倡社

会资本的核心作用，行使其动态能力。然而，管理者与社会网络的不同方面可能对战略制

定的内容产生相反的影响。geletkancyz和Hambrick认为，产业内的人际关系促进符合

行业规范和食谱，为其他外部行业关系提供了一个更广泛的信息，唤起了偏离的普遍实践

策略。他们的研究强调企业间的关系和内部过程的信息获取和学习的战略决策之间的重要

联系。其他外部行业关系作为渠道新的信息和见解。由于管理层以外的重点新兴企业的行

业在不同的竞争和资源环境中运作，他们拥有不同的经验和心理模型，了解不同的策略，

这些关系通知管理者关于潜在的新战略，并允许更大的速度，灵活性和效率的战略实施。

因此，其他外部行业关系很可能减少高成本和潜在的错误的收集和新一个不成熟的社会互

动情境中新创企业的社会互动背景。通过消除这些交易成本，其他外部行业关系增加新的

信息和见解，使得高层管理者能够发现实施中在MSI中忽视的存在性问题。

相反，产业内的关系，帮助企业获得更深入的认识和了解竞争对手的策略。虽然竞争

对手的知识可能会鼓励新的想法，这样的知识可能会损害实施营销创新战略。逻辑是，同

一行业的管理人员接触到熟悉的机会和威胁，和例程来处理它们。因此，高层管理团队的

重点新的企业是不太可能发现新的见解和想法，实施创新的营销策略。产业内关系提供心

理模型是一个重点企业的MSI的错位，因此可能会危及它的有效实施。

H1a:当其他外部行业关系高，MSI对新产品绩效具有积极的影响。

H1B:当产业内部关系高，MSI已经对新产品绩效具有负面的影响。

本文标签： 企业关系资源