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in new layers of hierarchy. The existence of many layers of hierarchy and bureaucracy
can make it more difficult for the firm to manage information and adapt to changes in
the market (Williamson 1984).
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Moreover, a large firm cannot be managed unless its governance structure is, to a
large extent, self-enforcing. This requires coordination, but the tools and practices
used for coordination (such as the separation of monitoring and management) will add
new layers to hierarchy. The governance structure of the firm can thus be
self-enforcing and relatively stable in the short term although it hampers innovation
and is not sustainable in the long term.
20The existence of innovation-related limits to the size of firms (Williamson 1984)
reduces the maximum size of firms and increases their number.
New ways to measure innovation. One should, therefore, find other ways to
measure innovation. We can study the question of resources as a preliminary question
as it is certain that the firm’s ability to innovate requires the availability of proper
resources. The competitiveness of the firm’s “innovation team” is chosen as a way to
measure innovation.
9.3 The Innovation Team
Innovation work is not possible without human and other resources. Moreover,
the resources must be managed. Firms manage the necessary resources and take
decisions designed to foster innovation at all three levels of corporatedecision-making (strategic, operational, and transaction level). Moreover, the ability
of the firm to innovate depends not only on the internal organisation of resources
within the firm but also on the interaction of the firm with outsiders (other firms and
the market).
Internal and external resources. The resources can be internal and organised
internally, or external and obtained from the market.
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In the latter case, the firm can
purchase them (business acquisitions, employment contracts), hire them (outsourcing,
consultancy work), or share them through the pooling of resources with other firms
(cooperation, joint ventures).
Innovation team. If the firm is regarded as an organisational structure, we can
assume that innovation-related work is done by specialised innovation teams
embedded in the general organisational framework of the firm. Innovation teams
combine human resources and other resources. The firm can have one or more
innovation teams, and there can be innovation teams shared by two or more firms.
Different innovation teams may be responsible for different sectors depending on the
business process (for example, sales, R&D, financial engineering, M&A) and the
level of corporate decision-making (for example, customer account manage-ment,
strategic management).
Competitiveness of the innovation team. Innovation teams compete against other
innovation teams. The question of the ability of the firm’s governance structure to
foster innovation can thus be reduced to a question of the competitiveness of its
innovation teams against other firms’ innovation teams (or their competitiveness in
the relevant “innovation market”).简述：
这是不够的，有一个治理结构是自动执行。该公司的长期生存是不可能的不
连续调整。该公司的可持续性增加，如果企业能够创新。创新不仅仅意着单纯
的最大化，最优化，或者反应情况的变化。创新是有用的组织学习和变革的一种
形式。这需要两件事情。首先，企业应该创造和文持组织能力（1990 年钱德勒） ，
完善和调整其技术基础。
9.1一般备注
有一个治理结构是自动执行。该公司的长期生存是不可能的不连续调整。如
果企业能够创新，该公司的可持续性才会增加。