The Formation Of Innovation Inertia With Strategic Capture And Path Dependence

Since the establishment of the global value chain,multinational corporations indeveloped countries with core technologies have firmly occupied high value-added links in the value chain.While enterprises in developing countries which do not master core technologies can only enter the global value chain production system in the form of OEM,engaged in low value-added activities such as processing and manufacturing.Although OEMs in developing countries can obtain meager benefits through OEM,it has caused a series of problems.Multinational corporations in developed countries are willing to help OEMs in developing countries to upgrade process for their own interests.Once OEMs intend to climb to high value-added links such as R&D design and brand channel,multinational corporations in developed countries will implement various strategic means hindering the upgrading process of OEMs in developing countries.As a result,OEMs are “captured”in the lowend of the value chain which forms a “lowend lock-in” effect.The phenomenon of OEM path dependence is widespread in developing countries.Many OEMs regard the OEM model as the only way out,which will inevitably weaken their ability and intention to innovate.These problems are easy to cause the OEMs in developing countries losing their ability to innovate and fall into the trap of innovation inertia.However,OEMs in developing countries can enhance their network capability by strengthening their network relationship with external organizations.Enhancingtheir own innovation capability by using good network capabilityto obtain scarce resources in the external environment,thus effectively preventing OEMs fromforming innovation inertia.Existing literature studies have rarely mentioned the concept of “strategic capture” and lack research on the relationship between strategic capture and innovation inertia.There are few scholars who have studied the relationship between path dependence and innovation inertia,and empirical studies are fewer.Existing studies have paid little attention to the innovation inertia of OEMs in developing countries,and the research on the impact of network capability on innovation inertia is even more insufficient.Therefore,this paper sorts out the relationship among strategic capture,path dependence,network capability and innovation inertia by reading a large amount of literaturestudies and establishes a theoretical model for the four variables' relationship.This paper mainly addresses the following issues: the impact mechanism of strategic capture on innovation inertia,the influence mechanism of path dependence on innovation inertia,and the moderating role of network capability in the above two mechanisms.This paper mainly uses literature analysis,questionnaire survey and empirical analysis to study the relationship among strategic capture,path dependence,network capability and innovation inertia.Firstly,the definition and measurement dimensions of the four variables are analyzed by using literature analysis.Then,measurement scale is designed.Secondly,the theoretical model between the four variables is constructed,and the corresponding research hypotheses are proposed according to the analysis.Thirdly,a large amount of data is collected by using questionnaire survey.The empirical analysisconclusions show that strategic capture has a significant positive impact on innovation inertia.Path dependence has a significant positive impact on innovation inertia.Network capability plays a negative moderating role in the relationships between strategic capture and innovation inertia.Network capability has a negative moderating effect on the relationships between path dependence and innovation inertia.Finally,some suggestions and inspirations are proposed based on the research conclusions,and the limitations and prospects are pointed out.