首页|双重绩效反馈相关性对企业异质性创新战略抉择的影响研究

双重绩效反馈相关性对企业异质性创新战略抉择的影响研究

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绩效反馈对组织创新的影响一直备受关注,然而历史绩效和行业绩效连续时期的反馈相关性对企业异质性创新战略抉择的影响机理尚未厘清.基于绩效反馈理论,以2010-2022 年中国深沪A股高科技制造业上市公司为样本,探讨双重绩效反馈相关性对企业异质性创新战略抉择的影响机理,以及高管股权激励的调节效应.研究结果显示,双重绩效反馈相关性与企业突破性创新呈U型关系,双重绩效反馈相关性与企业渐进性创新呈倒U型关系.高管股权激励强化了双重绩效反馈强相关与企业突破性创新之间的关系,也强化了弱相关与企业渐进性创新之间的关系.
Research on the impact of dual performance feedback correlation on heterogeneous innovation strategy choices of enterprises
The impact of performance feedback on organizational innovation has always been a concern.However,the impact mechanism of the feedback correlation between historical performance and industry performance on the heterogeneous innovation strategy choices of enterprises has not been clarified yet.Based on performance feedback theory,this study explores the impact mechanism of dual performance feedback correlation on heterogeneous innovation strategy choices and the moderating effect of executive equity incentives by taking Shanghai-Shenzhen A-share high-tech manufacturing listed companies from 2010 to 2022 as samples.The results show that there is a U-shaped relationship between double performance feedback correlation and firm breakthrough innovation,and an inverted U-shaped relationship between double performance feedback correlation and incremental innovation in enterprises.Executive equity incentives strengthen the relationship between strong correlation in dual performance feedback and breakthrough innovation in enterprises,and also strengthens the relationship between weak correlation and firm incremental innovation.

dual performance feedback relevancebreakthrough innovationincremental innovationexecutive stock incentivesperformance feedback theory

李奉书、叶江峰、徐朝辉、徐莹婕

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安徽大学商学院,安徽 合肥 230601

湖北科技学院经济与管理学院,湖北 咸宁 437000

南开大学商学院,天津 300071

双重绩效反馈相关性 突破性创新 渐进性创新 高管股权激励 绩效反馈理论

国家自然科学基金面上项目国家自然科学基金面上项目国家自然科学基金面上项目安徽省社会科学基金青年项目湖北科技学院科研创新团队项目黑龙江省科学基金

722720017227208172374002AHSKQ2021D122023T12LH2021G012

2024

中国软科学
中国软科学研究会

中国软科学

CSTPCDCSSCICHSSCD北大核心
影响因子：2.793
ISSN：1002-9753
年,卷(期)：2024.(4)
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