Study On The Impact Of Network Capability On Radical Innovation Performance Of SME Of Kibs:Based On The Organization Tacit Knowledge Acquisition As An Intermediary Variable

Radical Innovation is an effective strategy for SEM of KIBS(Knowledge-Intensive Business Service) to exploit market and obtain the competitive advantages.As a higher level of innovation, Radical Innovation ask the enterprise for more knowledge about the organization practice,organization structure&organization culture. However,most of the SEMs of KIBS have builded for few years and their resources are limited.Therefore most of the SEMs of KIBS can’t have an expected radical innovation performance only by their own limited resources.To improve their radical innovation performance, the SEMs of KIBS must use their network capability to obtain the required organization tacit knowledge and resources from the external social network. In view of this, by reading relevant literature, we explored the Influence mechanism for the network capability to the organization tacit knowledge acquisition and radical innovation performance.After, reviewed the literatures of network capability, organization tacit knowledge acquisition and growth performance, the paper proposed the hypothesis. In this study, network capability is made up of network visioning capability, constructing capability, operating capability and orienting capability.Meanwhile Organization tacit knowledge acquisition is divided into embedded knowledge acquisition and encultured knowledge acquisition.Based on the above analysis, a theoretical model is builded, which includes network capability, organization tacit knowledge acquisition and radical innovation performance. In accordance with the relevant research requirements,the paper designed the research questionnaire.With the SPSS17.0and AMOS17.0, the collected data was analyzed. At last, this study summarized the conclusions, explored the proposals, listed the limitations as well as the suggestions for the subsequent research.The research conclusions are listed as follows:(1) Organization tacit knowledge acquisition can be divided into two factors, which are embedded knowledge acquisition and encultured knowledge acquisition.(2)Network capability had positive influence on organization tacit knowledge acquisition.(3) The organization tacit knowledge acquisition had positive effect on radical innovation performance.(4) organization tacit knowledge acquisition plays a partial mediation role in the relationship between network constructing capability and radical innovation performance, as well as between network operating capability and radical innovation performance; organization tacit knowledge acquisition wholly mediates the relationship between network visioning capability and radical innovation performance, just as what it does between network orienting capability and radical innovation performance.