数字化企业如何重构能力实现数字融合产品创新

In the complex and changeable digital environment, capability reconfiguration has become an effective mechanism for digital enterprises to make full use of emerging digital technologies to achieve digital integration product innovation. However, how to perform capability reconfiguration to accelerate digital integration product innovation has not been fully revealed by existing research. DigiBird is selected as the case study object, to analyze the process and mechanism of enterprise capability reconstruction under different stages of digital integration product innovation. Based on the existing research results, this paper divides the digital integration product innovation process of DigiBird into three stages: initiating digital innovation stage, developing digital innovation stage and implementing digital innovation stage. The results show that: In the three stages of digital innovation initiating, development and implementing, the enterprise successively realizes the digital sensing capabilities reconfiguration, digital learning capabilities reconfiguration and digital agility capabilities reconfiguration. The findings of the study respond to Chen and Qiu’ s call for a corporate capability reconfiguration process in the new context, which in turn enriches the literature on capability reconfiguration. This paper further finds that: focusing on the key issues in different stages of digital integration product innovation, the reconstruction of digital sensing capabilities, digital learning capabilities reconfiguration and digital agility capabilities play the role of accelerating insight, orchestrating enhancement and remodeling support, respectively, so as to build a theoretical model of the mechanism of capability reconstruction. At the same time, this paper emphasizes that the digital integration product innovation process in digital firms can be regarded as a continuous process in which the organization reorganizes its capabilities in different dimensions to solve the core problems of each stage of digital integration product innovation in turn, which confirms the thesis of Ying et al that digital innovation is essentially a complex management problem and provides a reference for future research related to the digital integration product innovation process. The main management implications are as follows: firms need not excessively pursue high - end and brand - new digital technologies, but should conduct comprehensive research and judgment on external multi - dimensional digital environment information, identify digital technologies that are more suitable for enterprise innovation needs, and predict their commercial application value in advance, so as to quickly and accurately discern high - value potential digital innovation opportunities. Second, on the one hand, firms should avoid “fully accepting and using” digital technology. They should first optimize and adjust it around the potential market demand, and then integrate it with the existing product structure of the organization, so as to improve the success rate of digital fusion product innovation. On the other hand, the digital knowledge gap in the innovation process should be closely followed, and the innovative and heterogeneous digital knowledge inside and outside the organization should be identified, allocated, integrated and shared, so as to rapidly improve the output of digital integration product innovation. Third, firms need to focus on the changes in external user needs and the needs of internal innovation process, and to improve organizational agility as the starting point, the R&D system, core strategy, marketing channels and other organizational carriers for adaptive reshaping, so as to support the value creation process of firms to continue to change, and then help firms to obtain sustainable competitive advantages in the digital environment.