后发复杂产品系统核心技术突破机制——基于中国中车的纵向案例研究 (1986—2019年)

Abstract
Figure/Table
References
Related Citation (15)

Download: PDF (1153 KB) HTML (1 KB)
Export: BibTeX | EndNote (RIS)

Abstract Based on the vertical case study of CRRC,this paper systematically explores the mechanism of innovation capability improvement of latecomer complex product manufacturing enterprises from the micro level of enterprises.The results are as follows.①The mechanism to enhance the innovation capability of latecomer complex product manufacturing enterprises includes the power traction mechanism based on the national demand,the cooperative innovation mechanism that insists on “giving priority to myself”,the talent training mechanism that insists on centralized and unified leadership,and the long-term knowledge governance mechanism.②The power traction mechanism based on national demand provides innovative power,national demand provides a market for complex products,and government policies provide policy guarantees,both of which jointly provide the possibility of resource investment for latecomer complex product manufacturing enterprises.③The cooperative innovation mechanism that insists on “giving priority to myself”provides innovative resources.Adhering to the strategic determination of independent brands and building a cooperative model of relationship-based transactions enable latecomer complex product manufacturing enterprises to acquire external innovative resources and accumulate their own research and development capabilities on the basis of ensuring independent brands.④The talent training mechanism that insists on centralized and unified leadership provides innovative talents,specifically including the talent incentive mechanism that insists on centralized and unified leadership,attaches great importance to the construction of talent training system and value creation.⑤The long-term knowledge governance mechanism provides the knowledge base for latecomer complex product manufacturing enterprises and establishes the invisible purpose of serving the people.

Key words： Complex product system Latecomer enterprise Innovation capability Promotion mechanism

Received: 16 October 2020

PACS:

F276.1

	Service

	E-mail this article
	Add to my bookshelf
	Add to citation manager
	E-mail Alert
	RSS
	Articles by authors
	Liu Haibing
	Kan Yuyue
	Xu Qingrui

Cite this article:

Liu Haibing,Kan Yuyue,Xu Qingrui. Mechanism of Core Technology Breakthrough in Latecomer Complex Product System ——Vertical Case Study Based on CRRC (1986—2019)[J]. , 2021, 2(8): 48-58.

URL:

http://www.zgkjlt.org.cn/EN/ OR http://www.zgkjlt.org.cn/EN/Y2021/V2/I8/48

[1]HOBDAY M,RUSH H.Technology management in complex product systems (CoPS):ten questions answered[J].International journal of technology management,1999,17 (6):618-638.
[2]刘海兵,许庆瑞.后发企业战略演进、创新范式与能力演化[J].科学学研究,2018,36 (8):1442-1454.
[3]陈劲,刘海兵,杨磊.科技创新与经济高质量发展:作用机理与路径重构[J].广西财经学院学报,2020,33 (3):28-42.
[4]魏江,王铜安.装备制造业与复杂产品系统 (CoPS)的关系研究[J].科学学研究,2007 (S2):299-304.
[5]林善波.动态比较优势与复杂产品系统的技术追赶——以我国高铁技术为例[J].科技进步与对策,2011,28 (14):10-14.
[6]苏敬勤,刘静.复杂产品系统中动态能力与创新绩效关系研究[J].科研管理,2013,34 (10):75-83.
[7]冉龙,陈劲,董富全.企业网络能力、创新结构与复杂产品系统创新关系研究[J].科研管理,2013,34 (8):1-8.
[8]吕一博,赵漪博.后发复杂产品系统制造企业吸收能力的影响因素——利用扎根理论的探索性研究[J].科学学与科学技术管理,2014,35 (5):137-146.
[9]周永庆,陈劲,景劲松.复杂产品系统的创新过程研究——以HL公司大型电站集散控制系统为例[J].经济管理,2004 (14):4-10.
[10]程永波,宋露露,陈洪转,等.复杂产品多主体协同创新最优资源整合策略[J].系统工程理论与实践,2016,36 (11):2867-2878.
[11]ABRELL T,BENKER A,PIHLAJAMAA M.User knowledge utilization in innovation of complex products and systems:an absorptive capacity perspective[J].Creativity and innovation management,2018,27 (2):169-182.
[12]郑毅,刘军.复杂产品一体化架构与创新绩效——基于新松机器人公司的案例研究[J].管理案例研究与评论,2019,12 (3):245-258.
[13]陈劲,景劲松,童亮.复杂产品系统创新项目风险因素实证研究[J].研究与发展管理,2005 (6):62-69+95.
[14]KASH D E,RYCOFT R W.Patterns of innovating complex technologies:a framework for adaptive network strategies[J].Research policy,2000,29 (7-8):819-831.
[15]DAVIES A,BRADY T.Organisational capabilities and learning in complex product systems:towards repeatable solutions[J].Research policy,2000,29 (7-8):931-953.
[16]MILLER R,HOBDAY M,LEROUX-DEMERS T,et al.Innovation in complex systems industries:the case of flight simulation[J].Industrial and corporate change,1995,4 (2):363-400.
[17]BENNER M J,TUSHMAN M.Process management and technological innovation:a longitudinal study of the photography and paint industries[J].Administrative science quarterly,2002,47 (4):676-707.
[18]陈劲,桂彬旺,陈钰芬.基于模块化开发的复杂产品系统创新案例研究[J].科研管理,2006 (6):1-8.
[19]UZZI B.Social structure and competition in interfirm networks:the paradox of embeddedness[J].Administrative science quarterly,1997,42 (1):35-67.
[20]刘延松,张宏涛.复杂产品系统创新能力的构成与管理策略[J].科学学与科学技术管理,2009,30 (10):90-94.
[21]高良谋,马文甲.开放式创新:内涵、框架与中国情境[J].管理世界,2014 (6):157-169.
[22]XIANG Kong.Why are social network transactions important? Evidence based on the concentration of key suppliers and customers in China[J].China journal of accounting research,4 (3):133.
[23]CLAESSENS S,DJANKOV S,KLAPPER L.Resolution of corporate distress in East Asia[J].Journal of empirical finance,2003,10 (1-2):199-216.
[24]吴画斌,刘海兵.传统制造业创新型人才培养的路径及机制——基于海尔集团1984—2019年纵向案例研究[J].广西财经学院学报,2019,32 (4):123-136.
[25]刘海兵,许庆瑞.引领性创新:一种创新管理新范式——基于海尔集团洗衣机产业线的案例研究 (2013—2020年)[J].中国科技论坛,2020 (9):39-48.
[26]GRANDORI A.Neither hierarchy nor identity:knowledgegovernance mechanisms and the theory of the firm[J].Journal of management and governance,2001,5 (3-4):381-399.
[27]BOISOT M H.Is your firm a creative destroyer? Competitive learning and knowledge flows in the technological strategies of firms[J].Research policy,1995,24 (4):489-506.