دانلود رایگان مقاله انگلیسی پرواز یا مرگ؟ تغییر سازمانی، مشارکت با مشتری و میانجیگری نوآوری در اقتصادهای نوظهور - اشپرینگر 2018

Abstract

In emerging economies, organizational change is both a difficult challenge and a common phenomenon for high-tech firms. Change can enhance adaptability and leverage knowledge based on dynamic capability perspective, but it can also increase coordination costs and—according to the organizational inertia perspective—prompt conflict. Existing findings about the effect of organizational change on firm performance are inconsistent. Accordingly, this survey study of 213 firms in the Chinese high-tech industry investigates the curvilinear and differential effects of technical and administrative organizational change, as moderated by customer participation and innovation ambidexterity. The results reveal that the effects of technical and administrative change are both U-shaped. At a low level of change, increasing technical or administrative change hinders firm performance, but as the levels increase beyond a critical point, the effect of change becomes positive. Although customer participation strengthens the effect of technical change on firm performance, both customer participation and innovation ambidexterity attenuate the effect of administrative change on firm performance.

Discussion

In emerging economies, organizational change, though difficult, has become a common phenomenon, especially among high-tech firms. Going beyond existing literature, we propose that the performance effects of technical and administrative change are not only curvilinear but also differential across various conditions. With a survey study of 213 hightech firms in China, we find that the effects of technical and administrative change on firm performance are both U-shaped. Moreover, whereas customer participation strengthens the effect of technical change on firm performance, customer participation and innovation ambidexterity both attenuate the effect of administrative change on firm performance.

These findings contribute to organizational change literature by providing new insights into the nonlinear effects of organizational change and clarifying understanding of the roles of customer participation and innovation ambidexterity in emerging economies. First, this article offers an initial investigation of a nonlinear effect of organizational change in emerging economies. Prior studies of the relationship between organizational change and performance provide inconsistent findings (Table 1). Some research indicates that organizational change enhances firm performance; other studies find negative effects or no impact. These inconsistent findings may be due to the nonlinear effect of organizational change.