颠覆性技术创新是塑造新动能新优势的关键举措，更是在位企业加速建设世界一流企业的重要抓手。尽管在位企业已在相关领域占据优势，但是主动开展颠覆性技术创新需要克服更大的组织惰性。为此，通过对恒瑞医药、华为和华中数控三家在位企业的颠覆性技术创新活动进行多案例研究，探讨不同组织惰性与动态创新能力的匹配关系下，在位企业实现颠覆性技术创新的内在规律。研究发现：第一，遵循“情境-条件-行为-结果”的研究逻辑，提出“组织惰性-动态创新能力-颠覆性技术创新行为-颠覆性技术创新结果”的模式研究框架；第二，在位企业存在移植融合技术变革、协同开发技术改造、自主可控技术跃迁三种颠覆性技术创新模式；第三，围绕组织惰性与动态创新能力间的匹配关系，在位企业可进行颠覆性技术创新模式的动态转换。本研究旨在弥补在位企业颠覆性技术创新的相关理论不足，并为在位企业实现可持续创新发展提供理论指导。

Disruptive technological innovation is a key measure to shape new driving forces and advantages, and it is also an important lever for incumbents to accelerate the construction of world-class enterprises. Compared with latecomers, although incumbents have advantages in related fields, their advantages can also lead to organizational inertia, hindering the realization of disruptive technological innovation by incumbents. Proactively carrying out disruptive technological innovation requires overcoming greater organizational inertia. At the same time, facing the national strategic layout of shaping new driving forces and advantages, as well as the catching up with the trend of latecomer enterprises, how to use disruptive technological innovation to achieve self transformation has become the key to accelerating the construction of world-class enterprises. Currently, scholars often view latecomers as research objects of disruptive technological innovation, focusing on their disruptive technological innovation models in differentiated contexts. However, the exploration of the laws of disruptive technological innovation in incumbents still focuses on the process analysis of innovation implementation, such as dividing disruptive technological innovation in incumbents into four stages: opportunity identification, opportunity development, solutions, and subsequent development, or exploring how incumbents can respond to external threats through disruptive technological innovation, all of which overlook the matching relationship between the internal obstacles and capabilities of disruptive technological innovation in incumbents. To this end, a multi case study was conducted on the disruptive technological innovation activities of three incumbents, Hengrui Pharmaceutical, Huawei, and Huazhong CNC (Central Navigation Computer), to explore the inherent laws of achieving disruptive technological innovation in incumbents under the matching relationship between organizational inertia and dynamic innovation capabilities. Research has found that, firstly, in the face of differences in organizational inertia situations, the dynamic innovation capabilities possessed by incumbents can support their disruptive technological innovation behavior, thereby achieving disruptive technological innovation. Therefore, following the research logic of "situation condition behavior result", a disruptive technological innovation model framework of "organizational inertia dynamic innovation capability disruptive technological innovation behavior disruptive technological innovation results" is proposed; Secondly, the disruptive technological innovation models of incumbents can be summarized into three basic models: transplanting and integrating technological changes, collaborative development and technological transformation, and independent and controllable technological leaps. Among them, the transplantation and integration technology transformation model is a model that promotes incumbents to transplant and integrate external core technologies through perceptual ability in the context of rigid organizational inertia of "strong resources weak conventions". The collaborative development technology transformation model is a model that forms an innovation platform based on perceptual and shaping abilities in the rigid organizational inertia context of "weak resources strong conventions", promoting collaborative innovation with other enterprises. The autonomous and controllable technology transition model is a model that supports technology transition by independently constructing a new technology system through perceptual and reconstruction abilities in the context of rigid organizational inertia of "weak resources weak conventions"; Thirdly, incumbents overcome different organizational inertia and rebuild the matching relationship between them through dynamic innovation capabilities with "explicit and implicit" differences, which can achieve dynamic transformation between modes. The dynamic transformation between disruptive technological innovation modes by incumbents depends on the matching relationship between organizational inertia and dynamic innovation capabilities.

Sentiment analysis is recognized as one of the most important sub-areas in Natural Language Processing (NLP) research, where understanding implicit or explicit sentiments expressed in social media contents is valuable to customers, business owners, and other stakeholders. Researchers have recognized that the generic sentiments extracted from the textual contents are inadequate, thus, Aspect Based Sentiment Analysis (ABSA) was coined to capture aspect sentiments expressed toward specific review aspects. Existing ABSA methods not only treat the analytical problem as single-label classification that requires a fairly large amount of labelled data for model training purposes, but also underestimate the entity aspects that are independent of certain sentiments. In this study, we propose a transfer learning based approach tackling the aforementioned shortcomings of existing ABSA methods. Firstly, the proposed approach extends the ABSA methods with multi-label classification capabilities. Secondly, we propose an advanced sentiment analysis method, namely Aspect Enhanced Sentiment Analysis (AESA) to classify text into sentiment classes with consideration of the entity aspects. Thirdly, we extend two state-of-the-art transfer learning models as the analytical vehicles of multi-label ABSA and AESA tasks. We design an experiment that includes data from different domains to extensively evaluate the proposed approach. The empirical results undoubtedly exhibit that the proposed approach outperform all the baseline approaches.