Abstract
Abstract With the increasing dynamics of the environment, the organisational innovation of high-end equipment manufacturing (HEM) enterprises has attracted more attention. This paper introduces a radial basis function (RBF) neural network to establish a model of the effect of organisational innovation on organisational performance (OP). Organisational innovation includes five dimensions: strategic innovation, structural innovation, cultural innovation, institutional innovation and process innovation. Through the modelling results, we know that all dimensions of organisational innovation have an effect on performance. According to the degree of impact, they are strategic innovation, structural innovation, process innovation, cultural innovation and institutional innovation.
Highlights
High-end equipment manufacturing (HEM) enterprises are the high-end part of the high-tech industry and traditional equipment manufacturing industry, which integrates multi-disciplinary and multi-field high technology
In the radial basis function (RBF) model, organisational innovation is taken as the input X of the neural network system, organisational performance (OP) is taken as the output Y of the system and the system dynamics process is denoted as F
The results of input and output weights are as follows: Weight of variable S-OP, wsp = 0.27 Weight of variable Z-OP, wzp = 0.31 Weight of variable C-OP, wcp = 0.13 Weight of variable P-OP, wpp = 0.19 Weight of variable I-OP, wip = 0.10 Through the analysis results of the RBF model of organisational innovation on the performance of HEM enterprises, we know that institutional innovation, structural innovation, strategic innovation, cultural innovation and process innovation all have an effect on performance
Summary
High-end equipment manufacturing (HEM) enterprises are the high-end part of the high-tech industry and traditional equipment manufacturing industry, which integrates multi-disciplinary and multi-field high technology. Scholars have defined organisational innovation according to research needs: Damanpour defines organisational innovation as a new approach to devise strategy and structure, modify management processes and administrative systems, motivate and reward employees, and achieve organisational adaptation and change [8]. Armbruster considers that organisational innovation is the application of new management and work ideas in the organisation and divides it into two categories: process innovation and structural innovation [10]. Zhang Meili summarised the ten elements of organisational innovation involved in previous research results, namely strategy, process, relationship, institution, market, structure, service, culture, learning and personnel, and divided them into four types of organisational innovation [13]. Process innovation refers to the new approach to operating procedures, methods and rule systems in production and management activities [16]. This paper introduces the RBF model to fit the effect of organisational innovation on OP and attempts to establish a model to obtain a more accurate relationship between the two so as to take more targeted innovation activities
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