企业可接力技术创新参与度的影响因素研究

商业环境复杂多变， 为了有效平衡创新的风险和收益， 越来越多的技术创新由不同企业接力完成研发过程。对此， 本文提出了可接力技术创新， 用可接力技术创新参与度来表示企业参与和完成可接力技术创新的程度， 反映企业在研发节点的参与和退出策略， 并就技术竞争环境、经济环境以及政策环境对企业可接力技术创新参与度的影响进行了理论分析和实证检验。研究发现： 竞争强度增大、机会成本提高以及政府政策的不利变化都会显著降低企业可接力技术创新参与度。财务压力、合作冲突与市场潜力等决定企业一般技术创新退出策略的传统因素， 对企业可接力技术创新参与度的作用并不突出。     

基于战略联盟的生物制药企业技术合作创新模式研究

随着生物技术发展、经济全球化和市场需求的风云变幻,市场的不确定性风险越来越大,技术创新正在成为生物制药企业未来增长的主要源泉。在激烈的市场竞争当中,单个企业间的竞争正在逐渐演变成联盟之间的技术竞争。本文分析并建立横向联盟技术创新模式、纵向联盟技术创新模式和补缺联盟技术创新模式,以此推进生物制药企业技术合作创新的研究。     

基于创新协同理论的大中型工业企业技术创新能力评价研究

在科技高速发展的今天,大中型工业企业该如何提高自身的技术创新能力,使其能够持续、快速、健康地发展,成为一个不可忽视的问题。本文从研发能力、财务能力、协同能力和产出能力四个方面,选取了15个有代表性的评价指标,构建出了基于创新协同的企业技术创新能力评价指标体系。然后搜集了2011年东部和中部十九个省市大中型工业企业的指标数据,运用因子分析法进行综合分析。研究结果表明,我国大中型工业企业技术创新能力呈现出明显的从东部沿海地区向中部地区由高到低的递减分布。     

基于创新协同理论的企业技术创新能力评价指标体系研究

企业是技术创新的主体,在科技高速发展的今天,企业该如何提高自身的技术创新能力,使其能够持续、快速、健康地发展,便成为一个不可忽视的问题。本文在对企业技术创新能力研究综述的基础上,从协同的角度进一步完善了企业技术创新能力评价理论基础,给出了企业创新协同系统的概念和企业技术创新能力要素。遵循科学性、系统性、可操作性和代表性的原则,从研发能力、财务能力、协同能力和产出能力四个方面,选取了15个有代表性的评价指标,构建出了基于创新协同理论的企业技术创新能力评价指标体系。     

高技术产业技术创新能力的实证分析

在现代经济体系中,经济的增长和发展也越来越取决于技术创新能力.高技术产业的技术创新能力越高,高技术产业利用内外部资源的效率就越高,竞争实力就越强.本文构建了高技术产业技术创新能力的评价指标体系,对高技术产业的技术创新能力进行了实证分析,得出高技术产业各部门的技术创新能力存在着明显的差异.最后针对这些差异性提出了相应的对策.     

汽车工业技术创新:从企业自我研发到技术创新网络

结合汽车工业的技术创新演变历程,阐明汽车工业从企业自我研发到创新网络的技术创新之路,并结合我国汽车工业技术创新现状及存在的问题,明确提出应按照以下途径形成有效利用企业内外部资源的创新网络:企业SWOT分析、选择技术创新路线、确立技术发展战略、构建内部和外部创新网络、促进内外网络协作创新、加强创新管理与评价.     

我国钢铁行业技术创新体系建设浅析

分析了我国钢铁工业技术创新体系的现状,介绍了国内外先进钢铁企业技术创新体系的特点,总结了建设技术创新体系的着力点。指出:技术创新的根本目的是为企业创造经济效益、不断增强企业的核心竞争能力,技术创新体系的建设应作为企业的重要战略实施开展;技术创新研发方向的确定要在企业战略定位的前提下,以满足市场需求为依据,同时具有前瞻性;建立切实可行的研发机制,维持稳中有升的资金支持,重视产销研合作和先期介入,建全人才资源保障体系,在技术创新的运行机制和人才机制上充分考虑利益激励,以这些作为推进技术创新工作高效运行的基础保证。     

高新技术企业技术创新能力评价体系研究

高新技术企业具有技术变化快、产品生命周期短、产品性能多等特点.这些特点决定了高新技术企业必须开展技术创新.而对技术创新能力的评价则有助于企业把握、改善和提高技术创新能力水平,提高竞争力.     

金融危机下的国际石油物探市场

金融危机引发了全球石油物探市场的低迷与急剧动荡,地震多客户项目受阻,海上拖缆地震项目萎缩.为此,各物探公司纷纷调整市场策略,采取了一系列应对措施:控制风险,应用新技术,以提高效率、降低成本;致力于提高海上业务能力,增建地震船;加大研发力度,抢占电磁勘探技术制高点.尽管未来物探市场的不确定性明显增加,但物探市场将逐步向多区域发展,尤其是向海上服务区域扩展;国际大物探公司凭借持续的技术创新能力,市场优势将越来越突出,物探技术服务市场仍将呈现少数大型物探公司寡头竞争的局面.     

职工技术创新工作实践

国网河北沧州供电公司按照“铸造金牌创新团队,打造精品创新成果”的工作思路,多措并举,打破创新成果研发瓶颈,提高了创新成果研发数量,提升了创新成果研发水平,开创了职工技术创新工作新局面。助力创新团队发展,形成创新主力一是健全制度,从组织上保证创新团队的成长。公司编制印发了《沧州供电公司职工创新工作室管理办法》,保证创新团队管理规范化、常态化、科学化,充分发挥创新团队的联合攻关能力和辐射带动作用,鼓励职工开展技术创新、管理创新、服务创新,培养知识型、技术型、创新型团队,把创新     

国际油田服务公司一体化发展的经验和启示

油田服务行业的一体化服务模式是通过强化公司资源的集中统一调配和管理,以综合项目管理为导向,增强油气勘探生产活动各环节技术服务业务的紧密性,为石油公司提供“一站式”服务和综合性解决方案.油服公司运作一体化服务需要具备六个要素.全球油服领域“三巨头”(斯伦贝谢、哈里伯顿、贝克休斯)发展一体化服务能力的经验表明:先进的理念与完善的组织机构是发展一体化服务的基础;技术研发和信息系统是实施一体化服务的有效保障;收购兼并与业务重组是扩展服务领域和快速提升服务能力的重要手段;战略联盟作为新型合作模式可加速一体化服务模式的发展.与国外油服公司相比,中国油服公司的一体化服务能力略显不足.提高一体化服务能力,需要加大投入,提高技术创新能力;引进人才,培养开发复合型人才;组织保障,以战略目标考核作引导;适时兼并,跨越式扩大规模;发挥比较优势,积极参与国际竞争.     

Competitive strategies and new technology: an empirical investigation in the UK polymer processing industry

This paper examines how companies can achieve competitive advantage by fitting their business strategies to the way in which new technology implementation is managed. In particular, the inter-relationship between strategy, technology and performance is examined. Five strategic types and seven types of technological objectives were used to find combinations which were associated with high performance. It was found that companies pursuing a prospector strategy (a strategy based on product innovation) combined with technological objectives emphasizing marketing, image and technical development were the highest performing group of companies. The lowest performing companies were those where strategy was dominated by price competition.
The general conclusion of the paper is that, in order to achieve competitive advantage, companies need to see technology objectives as an inherent part of strategy. The study was carried out on a sample of twenty companies within the polymer processing industry, but the findings should be applicable to companies in other industries, and particularly to smaller companies.     

Does an extrinsic reward for R&D employees enhance innovation outcomes? Evidence from a Japanese innovation survey

This paper examines the effects of extrinsic rewards for R&D employees on innovation outcomes based on evidence from a Japanese innovation survey. Theoretical and empirical studies present conflicting findings regarding the relationship between extrinsic rewards and innovation outcomes. This article seeks to shed light on the relationship between rewards and outcomes, as represented by the development of new products and services and their technological superiority and profitability. The analysis produced the following findings. First, companies that have introduced an evaluation system based on R&D performance are more likely to develop new products and services. The introduction of the evaluation system brings about success in product innovation with greater technological superiority. Second, monetary compensation has a negative impact on the development of new products and services and technological superiority. Third, these effects vary with the company size. Small- and medium-sized companies achieve higher technological superiority with performance-based evaluations. Large companies tend to adversely impact the development of new products and services and their technological superiority with monetary compensation.     

Learning Capability,Technological Parity,and Innovation Mode Use*

The purpose of this research was to examine whether a firm's learning capability interacts with industry technological parity to predict innovation mode use. Learning capability is conceptualized in the current research as a firm's ability to develop or acquire the new knowledge‐based resources and skills needed to offer new products. Industry technological parity is conceptualized as the extent to which similarity and equality exist among the technological competencies of the firms in an industry. Three generic modes of innovation are considered: internal, cooperative, and external innovation. These modes reflect the development of new products based solely on internal resources, the collaborative development of new products (i.e., with one or more development partners), and the acquisition of fully developed products from external sources, respectively. The premises of this research are that (1) technological parity can create incentives or disincentives for innovating in a particular mode, depending upon the value of external innovative resources relative to the value of internal innovative resources and (2) firms will choose innovation modes that reflect a combination of their abilities and incentives to innovate alone, with others, or through others. Survey research and secondary sources were used to collect data from 119 high‐technology firms. Results indicate that firms exhibit greater use of internal and external innovation when high levels of industry technological parity are matched by high levels of firm learning capability. By contrast, a negative relationship between learning capability and industry technological parity is associated with greater use of the cooperative mode of innovation. Thus, a single, common internal capability—learning capability—interacts with the level of technological parity in the environment to significantly predict three distinct innovation modes—modes that are not inherently dependent upon one another. As such, a firm's internal ability to innovate, as reflected in learning capability, has relevance well beyond that firm's likely internal innovation output. It also predicts the firm's likely use of cooperative and external innovation when considered in light of the level of industry technological parity. A practical implication of these findings is that companies with modest learning capabilities are not inherently precluded from innovating. Rather, they can innovate through modes for which conditions in their current environments do not constitute significant obstacles to innovation output. In particular, modest learning capabilities are associated with higher innovative output in the internal, cooperative, and external modes when industry technological parity levels are low, high, and low, respectively. Conversely, strong learning capabilities tend to be associated with higher innovative output in the internal, cooperative, and external modes when industry technological parity levels are high, low, and high, respectively.     

How Canon and Sony Drive Product Innovation Through Networking and Application-Focused R&D

To ensure the ongoing vitality of a company's product offerings, R&D professionals must play a daunting array of roles. The already rapid, yet still accelerating, pace of technological change may lead some companies to devote more resources to intensive internal research efforts. However, the shift toward global competition demands a more market-oriented focus from R&D; clear understanding of current and potential markets must drive R&D efforts. And efficient, cost-effective manufacturing of new products requires an R&D organization that understands and interacts effectively with the production department. How does a company create an environment in which its R&D organization comprises market-savvy, production-friendly experts in diverse technologies? With case studies of R&D efforts at Canon and Sony, Sigvald Harryson identifies and illustrates the key mechanisms that these companies use to foster product innovation. His examples show how Canon and Sony use a combination of external and internal networking mechanisms to identify and acquire key technologies and related skills, gain market knowledge, improve the results of internal R&D efforts, and ensure the successful transfer of these results to efficient production processes. He identifies four key mechanisms underlying successful product innovation at Canon and Sony: strategic training and job rotation for engineers, application-driven R&D, direct transfer of development teams from R&D to production, and extensive networking with external centers of excellence and key suppliers. At Canon, the initial training program for all researchers and engineers begins with three months of work on a production line. Sony's new researchers and development engineers spend one month in production. Both companies also give their new R&D professionals three months of training in sales and marketing. The emphasis on market-driven research at both companies means that researchers have identified some commercial application for almost every initial research proposal that gains approval. Neither company treats research as a long-term assignment; almost all engineers at both companies eventually move from the labs to production. And rather than viewing this job rotation strategy as a drain on the technological expertise in their labs, both companies rely on strong external networks with key suppliers and university-based researchers as important sources for acquiring new technologies and the competencies needed to support them.     

The impact of competition strength and density on performance: The technological competition networks in the wind energy industry

Technological competition plays an important role in technological development and innovation. However, technological competition networks have long been ignored in research. Based on the social network theory, we proposed that the innovation of an organization is greatly affected by the technological competition networks that it is embedded in. We introduced International Patent Classifications (IPCs) information to construct technological competition networks of organizations, and explored how competition network characteristics influence the organizational competitive capability and innovation performance.Based on the wind energy patent data between 2005 and 2014, we synthetically investigated the technological development and competition networks in the industry. Our findings show that (1) the evolutionary trends of patents and technology elements growth exhibit similar patterns (i.e., increasing before 2011 and decreasing after 2011); (2) the burst detection algorithm detects that 140 technological elements and 132 organizations experienced a sudden growth in production; (3) wind energy organizations intensively compete with each other, and in each year, only 10% of organizations can improve their technological competitive positions in the following year; (4) competition density in a competition network increases the technological competitive capability and innovation performance of firms. Additionally, competition strength has an inverted-U shaped relationship with both the aforementioned outcomes.     

Competition & Innovation: Evidence from U.S. Patent and Productivity Data

Is there any evidence that innovation and technological progress are constrained by competition and fostered by monopoly power? Our results, based on a constructed dataset of U.S. manufacturing industries observed over more than two decades, suggest that this is not the case. On the contrary, using both patent statistics and productivity growth as alternative measures of innovation and technological change, we observe faster technological advances in more competitive markets. These results are robust to changes in the econometric techniques used to model nonlinearity in the competition‐innovation relationship and to alternative methods of computing market power.     

Does importer involvement contribute to product innovation? The role of export market factors and intra-firm coordination

Relying on insights from resource dependence and information processing theory, this study analyzes the extent to which an importer's involvement influences product innovation at the industrial exporter firm. We consider two modes of involvement, collecting importer's feedback and importer integration in the product development effort. We propose that the relationship between importer involvement and product innovation is contingent upon the level of inter-functional coordination within the development firm, and contextual factors related to the export market. Data were collected from export companies participating in different international business-to-business markets. Results show that firms with high inter-functional coordination achieved higher leverage from importer feedback, but obtain no impact from importer integration in product development (PD). Contextual factors affect the relationship between importer involvement and product innovation: importer feedback affects product innovation in environments with intense competition and low technological turbulence. Importer integration in PD has a significant effect on product innovation in environments with low competitive intensity and high technological turbulence. This study contributes to a better understanding of the conditions that allow an exporter firm to create value through external relationships. Theoretical and managerial implications of these findings are discussed.     

中国区域科技创新效率影响因素及提升路径研究

为了提高区域创新质量、改善区域创新环境、实现区域创新能力的提升,以中国27省为研究对象,构建了包含创新资源要素(知识基础与人力资本)、创新经济要素(地区经济水平与对外开放度)与创新政策要素(政府支持与政府竞争)3个维度、6个条件变量的创新要素群落,应用模糊定性比较分析法,探索了区域科技创新高绩效组态。研究发现：1)区域科技创新高效率路径归结为独立开放型和全面驱动型;2)对外开放、无政府间竞争是实现区域创新高效率的关键要素,区域科技高创新效率一定离不开高对外开放度;3)组态视角下政府支持对实现区域科技创新高效率的作用相对较低。研究成果在一定程度上丰富并扩展了区域科技创新效率的研究情境,对各地区开展区域创新活动具有借鉴意义。