专精特新“小巨人”企业如何实现关键核心技术国产替代——基于嘉拓智能的纵向案例研究

Abstract
Figure/Table
References
Related Citation (15)

Download: PDF (7098 KB) HTML (1 KB)
Export: BibTeX | EndNote (RIS)

Abstract The window of opportunity opened by the emergence of new energy industry provides an important opportunity for enterprise development,but the evolution path of domestic substitution practice for enterprises to achieve technological catch-up under the window of opportunity is still unclear.Based on this issue,the study takes KATOP as the object and carries out a longitudinal case study in order to reveal the evolution path of the key core technology of SRDI‘little giant’enterprises enterprises.The study finds the followings.①KATOP's key core technology domestic substitution practice has experienced a three-stage leaping technology evolution path of“technology start-up stage-innovation catch-up stage-technology leaping stage”;②KATOP's window of opportunity for domestic substitution opens in the order of“technology window-system window-demand window”,and through the logical response of“perceiving-capturing-reconstructing”,the integration of internal and external resources is realised to promote the practice of domestic substitution of key core technologies under different windows of opportunity.This paper is based on the correlation perspective of“window of opportunity-dynamic capability”,which is a useful expansion of the theory of domestic substitution,and can provide experience support for SRDI enterprises in the practice of domestic substitution of key core technologies in the context of scientific and technological blockade.

Key words： Domestic substitution Key core technology Window of opportunity Dynamic capability “Little giant”enterprise

PACS:

F061.

	Service

	E-mail this article
	Add to my bookshelf
	Add to citation manager
	E-mail Alert
	RSS
	Articles by authors
	Fan Xu
	Wang Benye

Cite this article:

Fan Xu,Wang Benye. How to Realise Domestic Substitution of Key Core Technologies for SRDI “Little Giant”Enterprises: A Longitudinal Case Study Based on KATOP[J]. , 2025, 6(7): 95-104.

URL:

http://www.zgkjlt.org.cn/EN/ OR http://www.zgkjlt.org.cn/EN/Y2025/V6/I7/95

[1]陈仁坦,姜文超.我国动力电池产业发展现状及前景研究[J].能源研究与利用,2024(5):16-19.
[2]沈衡,赵宁,徐坚.锂离子电池隔膜专利分析与发展趋势[J].高分子学报,2015(11):1266-1270.
[3]郑刚,朱国浩,莫康.制度型市场利用、动态能力与技术追赶[J].浙江大学学报(人文社会科学版),2024,54(4):18-36.
[4]张亚东,何海燕,孙磊华,等.关键核心技术壁垒对软件产业安全的影响及应对策略研究[J].中国科技论坛,2024(9):57-65,78.
[5]刘电光,彭新敏,张祺瑞.后发企业如何超越追赶:基于海天集团的技术创新与产品类别协同研究[J].经济管理,2023,45(5):116-131.
[6]胡海波,毛纯兵,陈劲,等.从攻关启动到市场应用:关键核心技术替代式创新过程机制研究[J].南开管理评论,2024,27(8):64-74.
[7]郑爱琳,蓝海林.后发企业复杂技术追赶战略:多重制度逻辑视角的双案例纵向对比分析[J].科学学研究,2025,43(2):371-381.
[8]LEE K,LIM C.Technological regimes,catching-up and leapfrogging:Findings from the Korean industries[J].Research Policy,2001,30(3):459-483.
[9]VÉRTESY D.Preconditions,windows of opportunity and innovation strategies:Successive leadership changes in the regional jet industry[J].Research Policy,2017,46(2):388-403.
[10]HOBDAY M.East Asian latecomer firms:Learning the technology of electronics[J].World Development,1995,23(7):1171-1193.
[11]PARK K H,LEE K.Linking the technological regime to the technological catch-up:Analyzing Korea and Taiwan using the US patent data[J].Industrial and Corporate Change,2006,15(4):715-753.
[12]郭元源,秦武,吴亮,等.产业“疾驰”何以可能:基于中国新能源汽车产业技术赶超的分析[J/OL].科学学研究,1-20[2024-11-12].https://doi.org/10.16192/j.cnki.1003-2053.20241111.002.
[13]范旭,刘伟.中国光纤产业关键核心技术自主可控实现之路[J].科学学研究,2022,40(10):1767-1777,1820.
[14]欧阳桃花,曾德麟.拨云见日:揭示中国盾构机技术赶超的艰辛与辉煌[J].管理世界,2021,37(8):194-207.
[15]王昶,何琪,耿红军,等.关键核心技术国产替代的逻辑、驱动因素与实现路径[J].经济学家,2022(3):99-108.
[16]单宇,刘爽,马宝龙.国产替代过程中关键核心技术的适应性重构机制:基于海信集团1969—2022视像技术的纵向案例研究[J].管理世界,2023,39(4):80-100.
[17]刘电光,彭新敏,张祺瑞.科研仪器国产替代的动态机制:基于永新光学的纵向案例研究[J].中国人民大学学报,2023,37(3):28-41.
[18]PRAHALAD C K,BETTIS R A.The dominant logic:A new linkage between diversity and performance[J].Strategic Management Journal,1986,7(6):485-501.
[19]白雪洁,宋培,艾阳,等.中国构建自主可控现代产业体系的理论逻辑与实践路径[J].经济学家,2022(6):48-57.
[20]杨道虹,王石宇,华健,等.半导体材料后发企业如何实现国产替代:基于湖北鼎龙的纵向案例研究[J].管理世界,2024,40(9):21-41.
[21]MIAO Y,SONG J,LEE K,et al.Technological catch-up by east Asian firms:Trends,issues,and future research agenda[J].Asia Pacific Journal of Management,2018,35:639-669.
[22]LEE K,MALERBA F.Catch-up cycles and changes in industrial leadership:Windows of opportunity and responses of firms and countries in the evolution of sectoral systems[J].Research Policy,2017,46(2):338-351.
[23]徐雨森,逯垚迪,徐娜娜.快变市场环境下基于机会窗口的创新追赶研究:HTC公司案例分析[J].科学学研究,2014,32(6):927-936.
[24]TEECE D J.Explicating dynamic capabilities:The nature and microfoundations of(sustainable)enterprise performance[J].Strategic Management Journal,2007,28(13):1319-1350.
[25]TEECE D J,PISANO G,SHUEN A.Dynamic capabilities and strategic management[J].Strategic Management Journal,1997,18(7):509-533.
[26]彭新敏,姚丽婷.机会窗口、动态能力与后发企业的技术追赶[J].科学学与科学技术管理,2019,40(6):68-82.
[27]焦豪,魏江,崔瑜.企业动态能力构建路径分析:基于创业导向和组织学习的视角[J].管理世界,2008(4):91-106.
[28]宋立丰,苏灵育,宋远方.高技术产业赶超机会窗口理论内涵与应用路径[J].科技管理研究,2023,43(6):22-26.
[29]EISENHARDT K M.Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.