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制造企业关键核心技术创新机制研究——基于资源编排理论
Research on the mechanism of key core technology innovation in manufacturing enterprises based on the resource orchestration theory
关键核心技术创新是中国制造业从“制造”向“创造”转变的重要前提,也是破解“卡脖子”难题、应对“科技脱钩”的根本举措。本文基于资源编排理论,探究了初始创新资源紧缺的中小制造企业关键核心技术创新的路径与机制。研究发现:(1)依据驱动因素与资源条件不同,中小制造企业分别采取集聚型资源结构化、重构型资源能力化、开放型资源杠杆化的资源编排方式,内外资源编排行动匹配差异化机制有效推动关键核心技术创新。(2)中小制造企业采取正向适应性逻辑开展关键核心技术创新,趋向间隔性突破式创新与持续性微创新紧密结合的技术创新路径,企业在技术网络深度的精耕与市场运营广度的拓展中实现快速成长与高质量发展。本研究丰富了技术创新理论与资源编排理论,为中小制造企业开展关键核心技术创新提供指导。
The manufacturing industry is the key to promoting high-quality economic development. Under the combined influence of the US technological suppression and the COVID-19, bottlenecks such as key core technology being restricted and reliance on imports of high-end manufacturing equipment have become increasingly prominent. Chinese manufacturing enterprises urgently need to carry out key core technology innovation and improve technology innovation capability. Therefore, exploring the effective path of key core technology innovation for manufacturing enterprises in the Chinese context has become an important issue.
Key core technology means the technical system that controls the commanding heights of the industry technology. Existing research has focused on the key core technology of large enterprises, ignoring the important role of small and medium-sized manufacturing enterprises. Therefore, it is urgent to deeply explore the breakthrough path and mechanism of key core technology innovation for small and medium-sized manufacturing enterprises.
In terms of overall development, resource orchestration links, combines and reconfigures innovation resources inside and outside, thus promoting key core technology innovation. In terms of specific mechanism, appropriate resource actions should be taken to ensure the successful achievement of technology innovation goals. Therefore, resource orchestration theory can fully reveal the evolutionary path and micro-mechanism of key core technology innovation in small and medium-sized manufacturing enterprises.
This study selected Himile as the case sample to explore how small and medium-sized manufacturing enterprise with a shortage of initial innovation resources can achieve key core technology innovation through resource orchestration. The research found that: firstly, depending on the driving factors and resource conditions, small and medium-sized manufacturing enterprise adopts the resource orchestration approaches of agglomerative resource structuring, reconfigurative resource bundling and open resource leveraging. Secondly, small and medium-sized manufacturing enterprises adopt positive-adaptive logic to carry out key core technology innovation, and tend to the technology innovation path of combination of breakthrough innovation and micro-innovation.
The theoretical contributions of this study are as follows: first, we constructed a theoretical model of key core technology innovation in small and medium-sized manufacturing enterprises from a dynamic perspective, and deepened the theoretical research on technology innovation. Second, we proposed a technology innovation path that combines breakthrough innovation and micro-innovation, and analyzed the realization mechanism of micro-innovation to enrich the theoretical research. Third, we applied the resource orchestration theory to the research of key core technology innovation, and expanded the research on the relationship between resource orchestration and key core technology innovation.
small and medium-sized manufacturing enterprise / key core technology innovation / resource orchestration
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The technological and economic decoupling between China and the United States further highlights the urgency of China's key technological innovation breakthroughs. This paper constructs the key technology classification system from the two dimensions of the key technologies: characteristic of technical law and the development level of this technology in China. Furthermore, from the perspective of innovation ecosystem, the organization modes and R&D modes suitable for different types of key technologies are further summarized. We find that the national system mode with strong government intervention is suitable for the aggregate technologies; The industry-university-research cooperation mode with more autonomy is suitable for the bottleneck technologies; the core enterprise leadership mode driven by entrepreneurship is suitable for the open technologies; the flexible and open nonprofit-led mode is suitable for the exploratory technologies. The conclusion of this study provides theoretical reference for the organization mode design of key technologies and government policy making in China.
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Rapid realization of key core technology breakthroughs is significant for my country to solve the "stuck neck" problem. Innovation remains at the heart of China’s modernization drive. It will strengthen our science and technology to provide strategic support for China’s development. Existing research on how to break through key core technologies only focuses on influencing factors, process, mechanism, mode, and path. There is an insufficient discussion on how latecomer companies can achieve breakthroughs in key core technologies in a short period. Taking HiSilicon as a research object, this paper uses the method of case study and deeply examines the mechanism of rapid breaking through key core technology for latecomer companies. The research results show that: First, introduce the concept of absorption speed, and the rapid realization of key core technology breakthroughs present a dynamic evolution process from improving the absorption speed of external knowledge from individuals, intra-organization, and inter-organization. Second, from the perspective of absorptive capacity and key core technology breakthroughs, our study examines the role and evolution characteristics of complementary assets linking capacity with the increase in the absorption speed. This paper distinguishes generic complementary assets, specialized complementary assets, and cospecialized complementary assets and discusses intra-complementary asset linking capacity, intercomplementary asset linking capacity, and core-complementary linking capacity in the dynamic evolution of absorption speed. It also reveals that core-complementary linking capacity can accelerate technological iteration and upgrades by coupling technology R&D and the internal market. Third, core-complementary linking capacity will increase the absorption speed and support the rapid achievement of key core technology breakthroughs of chip design companies. The study explores the theoretical connotation of absorptive capacity, complementary assets linking capacity, and rapid breakthroughs of key core technology. We provide theoretical and practical enlightenment for the rapid realization of key core technology breakthroughs of chip design enterprises.
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