Network Position and Innovation Outcomes: The Moderating Role of Knowledge Diversity

網絡位置與創新成果：知識多樣性的調節角色

10.6504/JMBR.202109_38(3).0001

黃錦華(Chin-Hua Huang)；黃銘章(Ming-Chang Huang)

network centrality ； structural holes ； exploitative innovation ； explorative innovation ； knowledge diversity ； 網絡中心性 ； 結構洞 ； 利用創新 ； 探索創新 ； 知識多樣性

管理學報

38卷3期（2021 / 09 / 01）

313 - 341

英文

Extant studies are inconclusive on the effects of network positions on innovation. We examine a contingency framework that positions knowledge diversity as moderating the relationship between network position and innovation. We draw our data from a sample of firms in the cultural and creative industries in Taiwan. Our results show that structural holes have a positive effect on exploitative and explorative innovation under a high degree of knowledge diversity. In addition, we find that knowledge diversity weakens the positive impact of network centrality on explorative innovation. More specifically, firms pursuing explorative innovation come from a position of network centrality but are dependent on the knowledge diversity in a network. Finally, our results show that while the relationship between network centrality and exploitative innovation is significantly positive under a low degree of knowledge diversity, this effect is no longer apparent under a high degree of knowledge diversity. This suggests that exploitative innovation is a more satisfactory approach when a firm is in a network characterized by low knowledge diversity.

網絡位置對創新的影響如何？相關理論主張與實證結果尚無定論。本研究提出一個權變架構，將知識多樣性定位為調節角色，進而影響網絡位置和創新之間的關係。本研究以台灣文化創意產業的廠商為研究對象，實證結果顯示，在高度的知識多樣性下，佔有網絡結構洞位置對廠商的利用性創新和探索性創新具有正向的影響。此外，我們發現知識多樣性會負向調節網絡中心性與探索性創新之間的正向關係，申言之，具有網絡中心位置的廠商在追求探索性創新時需考量網絡的知識多樣性。我們的實證結果也發現，儘管在知識多樣性程度較低的情況下，網絡中心性與利用性創新之間的關係呈現顯著正相關，但在知識多樣性程度較高的情況下，這種正向關係不再顯著，換言之，當知識多樣性較低時，企業建立網絡中心性的位置以追求利用性創新較能產生令人滿意的成果。

1. Huang, M. C.(2017).Does ambidexterity enhance supplier’s performance? The cross-level effect of central-satellite supply network ambidexterity from combined view.Organization and Management,10(2),103-154.
   連結：
2. Weng, C. S.(2017).Vacillation between the exploitation and the exploration of technology: Ambidextrous organization.Journal of Management and Business Research,34(2),189-214.
   連結：
3. Ahuja, G.(2000).Collaboration networks, structural holes, and innovation: A longitudinal study.Administrative Science Quarterly,45(3),425-455.
4. Ahuja, G.,Morris Lampert, C.(2001).Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions.Strategic Management Journal,22(6-7),521-543.
5. Anderson, J. C.,Gerbing, D. W.(1988).Structural equation modeling in practice: A review and recommended two-step approach.Psychological Bulletin,103(3),411-423.
6. Arora, A.,Gambardella, A.(1990).Complementarity and external linkages: The strategies of the large firms in biotechnology.The Journal of Industrial Economics,38(4),361-379.
7. Baron, S.(Ed.),Field, J.(Ed.),Schuller, T.(Ed.)(2000).Social capital: Critical perspectives.Oxford, UK:Oxford University Press.
8. Battilana, J.,Casciaro, T.(2012).Change agents, networks, and institutions: A contingency theory of organizational change.Academy of Management Journal,55(2),381-398.
9. Baum, J. A. C.,Cowan, R.,Jonard, N.(2014).Does evidence of network effects on firm performance in pooled cross ‐ section support prescriptions for network strategy?.Strategic Management Journal,35(5),652-667.
10. Benner, M. J.,Tushman, M.(2002).Process management and technological innovation: A longitudinal study of the photography and paint industries.Administrative Science Quarterly,47(4),676-707.
11. Bilton, C.(2006).Management and creativity: From creative industries to creative management.Oxford, UK:Wiley-Blackwell.
12. Borgatti, S. P.,Everett, M. G.,Freeman, L. C.(2002).Ucinet 6 for windows: Software for social network analysis.Harvard, MA:Analytic Technologies.
13. Burt, R. S.(2004).Structural holes and good ideas.American Journal of Sociology,110(2),349-399.
14. Burt, R. S.(1992).Structural holes: The social structure of competition.Cambridge, MA:Harvard University Press.
15. Burt, R. S.(2000).The network structure of social capital.Research in Organizational Behavior,22,345-423.
16. Carnabuci, G.,Operti, E.(2013).Where do firms’ recombinant capabilities come from? Intraorganizational networks, knowledge, and firms’ ability to innovate through technological recombination.Strategic Management Journal,34(13),1591-1613.
17. Choi, J.(2020).Mitigating the challenges of partner knowledge diversity while enhancing research & development (R&D) alliance performance: the role of alliance governance mechanisms.Journal of Product Innovation Management,37(1),26-47.
18. Cohen, S. K.,Caner, T.(2016).Converting inventions into breakthrough innovations: The role of exploitation and alliance network knowledge heterogeneity.Journal of Engineering and Technology Management,40,29-44.
19. Coleman, J. S.(1988).Social capital in the creation of human capital.American Journal of Sociology,94(Supplement),S95-S120.
20. Das, T. K.,Teng, B. S.(2000).A resource-based theory of strategic alliances.Journal of Management,26(1),31-61.
21. Dyer, J. H.,Nobeoka, K.(2000).Creating and managing a high-performance knowledge-sharing network: The Toyota case.Strategic Management Journal,21(3),345-367.
22. Dyer, J. H.,Singh, H.(1998).The relational view: Cooperative strategy and sources of interorganizational competitive advantage.Academy of Management Review,23(4),660-679.
23. Fang, E.,Lee, J.,Palmatier, R.,Han, S.(2016).If it takes a village to foster innovation, success depends on the neighbors: The effects of global and ego networks on new product launches.Journal of Marketing Research,53(3),319-337.
24. Fleming, L.(2001).Recombinant uncertainty in technological search.Management Science,47(1),117-132.
25. Fleming, L.,Sorenson, O.(2001).Technology as a complex adaptive system: Evidence from patent data.Research Policy,30(7),1019-1039.
26. Freeman, L. C.(1979).Centrality in social networks conceptual clarification.Social Networks,1(3),215-239.
27. Freeman, L. C.,Borgatti, S. P.,White, D. R.(1991).Centrality in valued graphs: A measure of betweenness based on network flow.Social Networks,13(2),141-154.
28. Galunic, D. C.,Rodan, S.(1998).Resource recombinations in the firm: Knowledge structures and the potential for Schumpeterian innovation.Strategic Management Journal,19(12),1193-1201.
29. Goerzen, A.,Beamish, P. W.(2005).The effect of alliance network diversity on multinational enterprise performance.Strategic Management Journal,26(4),333-354.
30. Gulati, R.(1998).Alliances and networks.Strategic Management Journal,19(4),293-317.
31. Gulati, R.,Nohria, N.,Zaheer, A.(2000).Strategic networks.Strategic Management Journal,21(3),203-215.
32. Guo, J.,Guo, B.,Zhou, J.,Wu, X.(2020).How does the ambidexterity of technological learning routine affect firm innovation performance within industrial clusters? The moderating effects of knowledge attributes.Technological Forecasting and Social Change,155,119990.
33. Gupta, A. K.,Smith, K. G.,Shalley, C. E.(2006).The interplay between exploration and exploitation.Academy of Management Journal,49(4),693-706.
34. Hair, J. F.,Anderson, R. E.,Tatham, R. L.,Black, W. C.(1995).Multivariate data analysis: With readings.Upper Saddle River, NJ:Prentice-Hall.
35. Jansen, J. J. P.,Van Den Bosch, F. A. J.,Volberda, H. W.(2006).Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators.Management Science,52(11),1661-1674.
36. Jeppesen, L. B.,Lakhani, K. R.(2010).Marginality and problem-solving effectiveness in broadcast search.Organization Science,21(5),1016-1033.
37. Jiang, R. J.,Tao, Q. T.,Santoro, M. D.(2010).Alliance portfolio diversity and firm performance.Strategic Management Journal,31(10),1136-1144.
38. Kale, P.,Singh, H.(2007).Building firm capabilities through learning: The role of the alliance learning process in alliance capability and firm‐level alliance success.Strategic Management Journal,28(10),981-1000.
39. Karamanos, A. G.(2016).Effects of a firm’s and their partners’ alliance ego-network structure on its innovation output in an era of ferment.R&D Management,46(S1),261-276.
40. Kilduff, M.,Brass, D. J.(2010).Organizational social network research: Core ideas and key debates.Academy of Management Annals,4(1),317-357.
41. Kim, T.,Park, K.,Kim, E.(2018).Complementary or contradictory? The effects of structural holes and status on innovation.Innovation,20(4),393-406.
42. Kleinbaum, A. M.,Stuart, T. E.(2014).Inside the black box of the corporate staff: Social networks and the implementation of corporate strategy.Strategic Management Journal,35(1),24-47.
43. Kogut, B.,Kulatilaka, N.(2001).Capabilities as real options.Organization Science,12(6),744-758.
44. Kogut, B.,Zander, U.(1992).Knowledge of the firm, combinative capabilities, and the replication of technology.Organization Science,3(3),383-397.
45. Koza, M. P.,Lewin, A. Y.(1998).The co-evolution of strategic alliances.Organization Science,9(3),255-264.
46. Kumar, P.,Zaheer, A.(2019).Ego-network stability and innovation in alliances.Academy of Management Journal,62(3),691-716.
47. Laursen, K.,Salter, A.(2006).Open for innovation: The role of openness in explaining innovation performance among UK manufacturing firms.Strategic Management Journal,27(2),131-150.
48. Lavie, D.,Rosenkopf, L.(2006).Balancing exploration and exploitation in alliance formation.Academy of Management Journal,49(4),797-818.
49. Lee, C. B.(2015).Cultural policy and governance: Reviewing policies related to cultural and creative industries implemented by the central government of Taiwan between 2002 and 2012.Review of Policy Research,32(4),465-484.
50. Leonard-Barton, D.(1995).Wellsprings of knowledge: Building and sustaining the sources of innovation.Boston, MA:Harvard Business School Press.
51. Levinthal, D. A.,March, J. G.(1993).The myopia of learning.Strategic Management Journal,14(S2),95-112.
52. Li, F.(2020).The digital transformation of business models in the creative industries: A holistic framework and emerging trends.Technovation,92-93,102012.
53. March, J. G.(1991).Exploration and exploitation in organizational learning.Organization Science,2(1),71-87.
54. Miller, D. J.,Fern, M. J.,Cardinal, L. B.(2007).The use of knowledge for technological innovation within diversified firms.Academy of Management Journal,50(2),307-325.
55. Mowery, D. C.,Oxley, J. E.,Silverman, B. S.(1996).Strategic alliances and interfirm knowledge transfer.Strategic Management Journal,17(S2),77-91.
56. Nonaka, I.(1994).A dynamic theory of organizational knowledge creation.Organization Science,5(1),14-37.
57. Nooteboom, B.(2004).Inter-firm collaboration, learning and networks. An integrated approach.London:Routledge.
58. Operti, E.,Carnabuci, G.(2014).Public knowledge, private gain: The effect of spillover networks on firms’ innovative performance.Journal of Management,40(4),1042-1074.
59. Owen-Smith, J.,Powell, W. W.(2004).Knowledge networks as channels and conduits: The effects of spillovers in the Boston biotechnology community.Organization Science,15(1),5-21.
60. Ozer, M.,Zhang, G.(2019).The roles of knowledge providers, knowledge recipients, and knowledge usage in bridging structural holes.Journal of Product Innovation Management,36(2),224-240.
61. Ozer, M.,Zhang, W.(2015).The effects of geographic and network ties on exploitative and exploratory product innovation.Strategic Management Journal,36(7),1105-1114.
62. Phelps, C. C.(2010).A longitudinal study of the influence of alliance network structure and composition on firm exploratory innovation.Academy of Management Journal,53(4),890-913.
63. Phelps, C.,Heidl, R.,Wadhwa, A.(2012).Knowledge, networks, and knowledge networks: A review and research agenda.Journal of Management,38(4),1115-1166.
64. Podolny, J. M.(2001).Networks as the pipes and prisms of the market.American Journal of Sociology,107(1),33-60.
65. Powell, W. W.,Koput, K. W.,Smith-Doerr, L.(1996).Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology.Administrative Science Quarterly,41(1),116-145.
66. Pullen, A.,de Weerd‐Nederhof, P. C.,Groen, A. J.,Fisscher, O. A. M.(2012).SME network characteristics vs. product innovativeness: How to achieve high innovation performance.Creativity and Innovation Management,21(2),130-146.
67. Rodan, S.,Galunic, C.(2004).More than network structure: How knowledge heterogeneity influences managerial performance and innovativeness.Strategic Management Journal,25(6),541-562.
68. Rothaermel, F. T.(2001).Incumbent’ advantage through exploiting complementary assets via interfirm cooperation.Strategic Management Journal,22(6?7),687-699.
69. Sampson, R. C.(2007).R&D alliances and firm performance: The impact of technological diversity and alliance organization on innovation.Academy of Management Journal,50(2),364-386.
70. Santoro, G.,Bresciani, S.,Papa, A.(2020).Collaborative modes with cultural and creative industries and innovation performance: the moderating role of heterogeneous sources of knowledge and absorptive capacity.Technovation,92-93,102040.
71. Shipilov, A. V.,Li, S. X.(2008).Can you have your cake and eat it too? Structural holes’ influence on status accumulation and market performance in collaborative networks.Administrative Science Quarterly,53(1),73-108.
72. Singh, H.,Kryscynski, D.,Li, X.,Gopal, R.(2016).Pipes, pools, and filters: How collaboration networks affect innovative performance.Strategic Management Journal,37(8),1649-1666.
73. Stam, W.,Elfring, T.(2008).Entrepreneurial orientation and new venture performance: The moderating role of intra-and extraindustry social capital.Academy of Management Journal,51(1),97-111.
74. Stettner, U.,Lavie, D.(2014).Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions.Strategic Management Journal,35(13),1903-1929.
75. Tan, J.,Zhang, H.,Wang, L.(2015).Network closure or structural hole? The conditioning effects of networklevel social capital on innovation performance.Entrepreneurship Theory and Practice,39(5),1189-1212.
76. Tsai, H. T.,Huang, S. Z.,Wang, C. H.(2015).Crossborder R&D alliance networks: An empirical study of the umbilical cord blood banking industry in emerging markets.Asian Journal of Technology Innovation,23(3),383-406.
77. Tsai, W.(2001).Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance.Academy of Management Journal,44(5),996-1004.
78. Tsai, W.,Ghoshal, S.(1998).Social capital and value creation: The role of intrafirm networks.Academy of Management Journal,41(4),464-476.
79. Uzzi, B.(1997).Social structure and competition in interfirm networks.Administrative Science Quarterly,42(1),37-69.
80. Van Knippenberg, D.,De Dreu, C. K. W.,Homan, A. C.(2004).Work group diversity and group performance: An integrative model and research agenda.Journal of Applied Psychology,89(6),1008-1022.
81. Weng, C. S.(2011).The exploration and exploitation of technologies in between of the core and the periphery -insurance business method patents.Journal of Management and Business Research,28(3),219-246.
82. Yang, H.,Phelps, C.,Steensma, H. K.(2010).Learning from what others have learned from you: The effects of knowledge spillovers on originating firms.Academy of Management Journal,53(2),371-389.
83. Ye, J.,Hao, B.,Patel, P. C.(2016).Orchestrating heterogeneous knowledge: The effects of internal and external knowledge heterogeneity on innovation performance.IEEE Transactions on Engineering Management,63(2),165-176.
84. Zhou, K. Z.,Li, C. B.(2012).How knowledge affects radical innovation: Knowledge base, market knowledge acquisition, and internal knowledge sharing.Strategic Management Journal,33(9),1090-1102.

1. Yu-Cheng Hsieh,Ting-Ling Lin,Peiyu Pai,Jun-Yu Zhong(2023)。Service Innovation in the IT Service Industry: Social Influence and Relationship Exchange Perspectives。臺大管理論叢，33(2)，85-126。