Research On Strategic Risk Identification Of Continuous Innovation Process In Innovation-Oriented Enterprises

With the rapid development of Internet technology and the promotion of innovation strategy in China,innovative enterprises emerge at the historic moment.Innovation has become the core way for an enterprise or even a country to create competitive advantages.We are in an era of technological change,with high-end new technologies constantly entering the market and people's lives.In the Internet era,which is also an era of knowledge sharing,innovation seems easy,but it also seems difficult.It's easy because in this developed market,as long as your product has advantages,it can win the favor of consumers.It's hard because the relationship between the product and the technology is changing so quickly that the life-cycle of your product or technology may be replaced by a new firm in just a few years.Therefore,there is a general phenomenon of rapid entry and exit of Chinese enterprises.Therefore,it requires enterprises not only to achieve innovation,but also to achieve continuous innovation,only in this way can maintain the longevity of enterprise life.Therefore,enterprises should have both innovation ability and continuous innovation ability.Only by constantly self-subversion,can they stand in this unpredictable environment.To form their own core competitive advantage.The realization of enterprise innovation depends on the implementation of innovation strategy.Continuous innovation needs to implement innovation strategy continuously.However,the implementation of enterprise strategy is faced with many uncertainties,internal and external potential with many crises,once triggered,will bring unpredictable,huge losses to the enterprise's strategic development.Therefore,the prevention and identification of strategic risk is an important part of enterprise management.When an enterprise carries out innovation,the first step is put forward and critically decided by the management of the enterprise.After the risk and benefits of the innovation project are measured,the management decides whether to adopt it andhow to implement it.Therefore,the right or wrong judgment of the management in the strategic decision-making is directly related to the cost of the first step of the strategy.If the strategy itself is wrong,then everything that follows will be a waste of resources and money.The second step is to enter the stage of strategy implementation.The implementation of strategy is not three or five months,but several years.Therefore,during this period,the strategy may be terminated due to various factors,such as the rupture of capital chain.Therefore,this paper considers strategic risk factors from the perspective of strategy formulation and strategy implementation.Based on the theoretical basis of strategic risk,strategic risk factors are divided into five types: decision-maker risk,strategic execution risk,resource risk,technology r&d risk and matching risk.Secondly,this paper believes that every enterprise actually has its own external network relations,through which enterprises can obtain effective information in a timely manner.Therefore,enterprises can have a better control and understanding of their strategic development,which can reduce the probability of strategic risks.On the basis of relevant theories,this paper sets up the strategic risk hypothesis set,takes the middle and senior managers of innovative enterprises as the research object,issues questionnaires and conducts empirical analysis.This paper makes an empirical analysis of the relationship among the risk of strategic decision maker,the risk of strategic execution ability,the risk of strategic resources,the risk of technology research and development,the risk of strategy matching and the relationship between social capital and the consequence of strategic risk.The study found that there was no significant correlation between executives' overconfidence and strategic risk consequences,indicating that executives' overconfidence may not bring risks to corporate innovation strategies.Overconfident executives,because of their adventurous and innovative spirit,will take the initiative to seize the development opportunities with high risks,which will bring higher profits to the enterprise.Therefore,overconfident executives are not necessarily a negative thing.Senior management team communication risk,human resource risk,capital resource risk,strategic execution ability risk,independent technology research and development riskand organizational structure matching risk all have significant positive impact on strategic risk consequences.Cooperative r & d risks have a significant negative impact on the strategic risk consequences,indicating that cooperative technology r & d can reduce the risk of technology r & d.Social capital on executive team communication risks,risks of human resources,capital resources,strategy execution ability risk,risk of independent research and development,organizational structure matching relationship between risk and strategic risk consequences have negative regulation effect,that is to say,effective social capital can reduce the probability of innovative enterprise strategic risk appears.Social capital has a positive regulating effect on the relationship between cooperative innovation and risk consequences.Strategic culture matching risk is not significant in regression analysis.China's corporate culture is more about subordinates obeying superiors,so the influence of corporate culture may be less effective than the system of superiors and subordinates.That is to say,employees do things according to the instructions of superiors even if they do not understand corporate culture,so the influence of culture is not significant.The reason why the risk of environment matching is not significant is that our government supports innovation.The mission of innovative enterprises is to lead the development of market and technology,and they are leaders rather than followers.