关键核心技术被“卡脖子”背景下，民营制造业领军企业怎样实现产学研深度融合突破关键核心技术成为亟待破解的现实与理论难题。本文以三一集团为例，深入探讨民营制造业领军企业产学研深度融合突破关键核心技术的演进路径，并依据“产学研深度融合——关键核心技术创新能力提升——关键核心技术突破”核心逻辑构建动态演进模型。研究发现：民营制造业领军企业产学研深度融合突破关键核心技术过程中，产学研融合策略经历了“松散型→探索型→利用型→深度融合型”的路径；关键核心技术创新能力遵循“关键核心零部件研发与制造能力→关键核心技术与工艺集成创新能力→关键核心产品整机自研与制造能力→关键核心产品数字化全面创新能力”逐阶提升路径，且存在逆向促进作用；关键核心技术突破遵循“功能性突破→性能性突破→可靠性突破→前沿性突破”的路径。研究结论丰富了产学研深度融合、关键核心技术与能力相关研究，对产学研深度融合突破关键核心技术的实践具有一定启示。

Under the background of lack of "neck-stuck" key core technologies in China, General Secretary Xi has repeatedly pointed out the correct path for breaking through key core technologies through Industry-University-Research (IUR) deep integration. Consequently, research on the evolution mechanism of this process has become an urgent practical and theoretical problem. However, since IUR deep integration and breakthroughs in key core technologies are both recent research hotspots, rigorous academic research just started, only focusing on speeches, news reports, and policy documents. Although some articles have mentioned the important role of IUR deep integration in breaking through key core technologies, there are almost no serious academic discussions on the specific path for breaking through key core technologies through IUR deep integration. In addition, research on the evolution of key core technologies also follows the general research paradigm of technology evolution, and has not yet cut into the internal structure of key core technologies. Therefore, this paper raises the following research questions: What are the dynamic evolution path and mechanism of private manufacturing leaders’ breaking through key core technologies through IUR deep integration?Given the research gaps and important practical significance, this paper takes Sany Group as an example, adopts exploratory single-case research design to deeply explore the evolution path of private manufacturing leaders’ breaking through key core technologies through IUR deep integration, and constructs a dynamic evolution model following core logic of “IUR deep integration — key core technology innovation capability enhancement — key core technology breakthrough”. Results show that: in the process of private manufacturing leaders’ breaking through key core technologies through IUR deep integration, IUR deep integration strategy undergoes a process of “loose → exploratory → exploitory → deep integration”; key core technology innovation capabilities follow path of “R&D and manufacturing capabilities of key core components → integrated innovation capabilities of key core technologies and process → self-developed and manufacturing capabilities of key core products → comprehensive digital innovation capabilities of key core products”; key core technology breakthroughs follow the path of “function breakthroughs → performance breakthroughs → reliability breakthroughs → frontier breakthroughs”.The main theoretical contributions of this paper are as follows: First, few studies deeply analyze the organizational strategy and evolution path of IUR deep integration. This paper identifies four evolution stages and four strategies of IUR deep integration, and constructs a dynamic evolution model for breaking through key core technologies through IUR deep integration, enriching research related to IUR deep integration. Second, existing research has not decomposed key core technology innovation capabilities. This paper concludes four key core technology innovation capabilities from the Sany case and identifies the interaction effects of step-by-step improvement and reverse promotion among four key core technology innovation capabilities, enriching research related to key core technology innovation capabilities. Third, existing research does not focus on the evolution mechanism of breaking through key core technologies through IUR deep integration. This paper explores the concrete evolution path of private manufacturing leaders’ breaking through key core technologies through IUR deep integration, and constructs a dynamic evolution model, enriching research related to evolution path of key core technologies.

创业企业在其成长过程中会面临着资源行动与外部资源情境的匹配问题，随着资源情境的变化，组织资源行动也会发生相应的演化。本研究通过对案例数据的分析和梳理找出影响创业企业资源行动的演化路径及演化机理。研究发现：（1）创业企业的资源行动会经历资源拼凑、资源编排、资源协奏的阶段性演化过程；（2）企业家精神、外部机会和组织能力是影响企业资源行动演化的主要因素；（3）企业家精神、外部机会和组织能力三种因素的演化推动了企业资源行动从资源拼凑到资源协奏的演进过程。本研究发展了对创业企业资源行动的基本认知；提出了影响企业资源行动演化的内在机理，有助于完善组织资源理论和指导创业企业的资源行为。

For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.