Open Innovation And Dynamic Capabilities

Because of the presence of the Core Rigidity, the original core capacity can not adapt to environmental changes. enterprises need to reconstruct different economic environment for the ability to adapt system, in this context, dynamic capability for enterprises to create and maintain a significant competitive advantage has been widely recognized by scholars. The current environment for innovation are changing for knowledge diffusion. mobility of knowledge workers, the prevalence of risk investment, product cycles shorten and other erosion factors, so enterprises are facing a new innovation model choice-open innovation-the best R & D organizations must identify, capture and make use of external resources, and further integration of internal and external resources as the core of innovation process. Open innovation has changed the process of the company to survive and to create, expand and change the repository, and raise new opportunities and challenges for the enterprise to shape the dynamic capabilities, experience and ideas from the outside has also become an important tool for organizational learning, and the organizational learning could improve the organization's ability to generate new knowledge and skills of the main ways and play an important role in the formation of dynamic capabilities. Study how open innovation influence dynamic capabilities through organizational learning and thus improve the impact of organizational performance, clarify many problems in practice of improving business innovation.Based on this, this paper reviews the relevant literature, defines the object of this study, summarizes the mechanism of the study, proposes the research hypothesis of the relationship between variables, and then establishes a theoretical model about organizational learning acting as an intermediary variable affecting open innovation (openness) and the dynamic capabilities relationship. Finally, on the basic of theoretical analysis, and on a large sample empirical research, this paper collects related data of 179 manufacturing firms by survey methods, and does factor analysis and regression analysis for survey results with SPSS17.0 to verify the proposed research assumptions and theoretical models. This paper mainly gets the following conclusions:(1) Do quantitative research for dynamic capabilities of which the concept is not yet clear. Describe and define the concept according to the literature, clear the dimensions measurement, then verify through quantitative methods. For the measurement of dynamic capabilities, standing on the shoulders of scholars, we divide dynamic capabilities into opportunity perceptive ability and ability to grasp the opportunity. Empirical test demonstrates it has good reliability and validity.(2) The concept of organizational learning is relatively mature, this paper validates the division of three-dimensional degree of organizational learning by previous scholars at home and abroad, and confirms the scale's applicability in the Chinese context. Organizational learning is constituted with three dimensions:the learning commitment, shared vision, open mind.(3) The positive correlation between open innovation and dynamic capabilities has been partially verified in this paper. We only found relationship openness degree positively impact dynamic capabilities. Only if enterprises maintain a strong relationship with external resources, they can make use of knowledge widely distributed in various organization and customer, and then build or improve new dynamic capabilities. Similarly, the strong relationship makes it easier to apperceive diversity and complementarity of cooperative enterprises in resources, technology, management style and so on. This will organize diverse and rich learning content. so as to enhance organizational learning(4) Organizational learning in open innovation and dynamic capabilities play a mediating effect. Business enterprises through the permeable boundary, "carry" the network of knowledge and resources with the help of organizational learning, and then digestion and institutionalized within the enterprise. In this process, enhanced the ability to perceive and grasp the opportunity, which is the path to build and enhance the dynamic capabilities.