用户驱动的重大工程创新生态系统的建构

徐晓丹; 柳卸林; 黄斌; 王倩

PDF(432 KB)

科研管理 ›› 2023, Vol. 44 ›› Issue (7) : 32-40.

论文

用户驱动的重大工程创新生态系统的建构

徐晓丹^1,2,柳卸林³,黄斌⁴,王倩³

作者信息 +

The construction of the user-driven innovation ecosystem of megaprojects

Xu Xiaodan^1,2, Liu Xielin³, Huang Bin⁴, Wang Qian³#br# #br#

Author information +

文章历史 +

摘要

重大工程创新已成为中国产业自主创新的有效模式。本文采用案例研究方法，基于创新生态系统理论的一般分析框架，以神华宁煤400万吨/年煤间接液化示范项目为案例，考察了用户企业以创新生态系统的方式，主导共同愿景下的相关主体参与并协作实现重大工程创新的过程。本文的结论是，在用户驱动的重大工程创新生态系统中，用户的经验积累和参与能力使其能够以编排者、主导者、协同者和互补者的角色推进价值创造活动。本文的创新点在于，在重大工程创新中，终端用户企业特有的应用场景和过程需求有助于重大工程设计、论证、组织和实施。而且，用户企业承载的双重使命，包括政府的公共使命和用户的市场利益，可以更好地融合愿景与价值创造。本文对于重大工程创新组织实践和理论研究具有推动意义。

Abstract

Megaproject innovation has become an effective model of independent innovation in Chinese industry. This paper adopts the case study method, based on the general analysis framework of innovation ecosystem theory, and takes Shenhua Coal-To-Oil Indirect Liquefaction Demonstration Project of Four Million Tons Per Year as the case, to investigate the process of user enterprises leading the relevant parties under the common vision to participate in and cooperate in the realization of megaproject innovation in the way of innovation ecosystem.
The conclusion of this paper is that in the user-driven megaproject innovation ecosystem, the experience accumulation and participation ability of users enable them to promote the value creation activities as the orchestrator, collaborator and complementor. In the definition stage, as an ecological organizer, Shenhua defines requirements from the common vision of independent localization of major equipment and materials of coal-to-oil key technologies, so as to clarify the value creation content of each participant in the ecosystem. In this stage, the national leading mechanism is mainly in the design stage. As the ecological leader, Shenhua demonstrates the technology through pre-research and feasibility report. First, in the user-led innovation ecosystem of major projects, market approved conditional procurement and bidding, joint activities and coordination institutions established based on common interests are indispensable operating mechanisms. Second, user enterprises in megaprojects have dual identities: it not only bears the national strategic mission, but also represents the market foresight demand. Third, the experience accumulation and participation ability of users enable them to promote the value creation activities as the arranger leader, collaborator and complementor.
In this stage, the market mechanism is mainly in the construction stage. As an ecological synergist, Shenhua integrates the advantages of the participants in the ecosystem to realize the project-oriented resource integration. This stage is mainly the ecological mechanism. In the commissioning stage, as an ecological complementor, Shenhua solves the challenges in the commissioning process through the technological innovation activities of complementary suppliers and complementors. In this stage, the ecological mechanism mainly needs to be explained. Due to the large scale and complex process of the project and the difficulty of collaboration, the mechanisms used in the life cycle of the project are often overlapping and repeated. In general, different phases of the construction mechanism have different focus.
In terms of theoretical contributions, this paper puts forward the theoretical framework of user-driven innovation ecosystem, and analyzes the case of megaprojects. Based on this theoretical framework, two findings are drawn: First, in the innovation of complex product systems such as megaprojects, the unique application scenarios and process requirements of end users are conducive to the demonstration of megaproject design, organize and implement, and accelerate the innovation process of system participants, especially supplier groups. This is reflected in the ability of leading users to be the first to obtain market access qualifications and lead core technology suppliers with their accumulated experience and capabilities in open innovation cooperation. The joint actions of complementary technology providers based on a common vision not only increase the possibility of users adopting domestic technologies and products, but also provide market opportunities for domestic suppliers to develop and apply new products. It is a value creation activity based on symbiotic relationship, and then drives the co-evolution of relevant participants in the domestic industrial innovation chain with systematic value creation. Second, in the innovation ecosystem of megaprojects, end users bear dual missions. In megaprojects, end user enterprises are often central or state-owned enterprises, which shoulder both the public mission of the government and the market interests of enterprise users. End-user enterprises play the role of system integrator, and the government has a strong guiding role in ecological formation and joint cooperation. Its measures to promote scientific and financial support in the localization of market access conditions directly affect whether end-user enterprises can form an ecosystem around megaprojects and create value.
This paper has promoting significance for the practice and theoretical research of the organization of megaproject innovation. As a megaproject bearing public mission, it has increasingly become an important way to make breakthroughs in industrial technology. How can megaproject technologies and products built by users spread quickly and achieve market benefits? In the early stage, demand incentive measures such as government procurement targeted subsidies given by the government will help the diffusion and application of industrial technology.

导出引用

徐晓丹柳卸林黄斌王倩. 用户驱动的重大工程创新生态系统的建构[J]. 科研管理. 2023, 44(7): 32-40

The construction of the user-driven innovation ecosystem of megaprojects[J]. Science Research Management. 2023, 44(7): 32-40

参考文献

[1] Flyvbjerg, B., "What You Should Know about Megaprojects and Why: An Overview[J], " Project Management Journal, 2014,45(2):6-19.
[2] Pernille, E., & Karyne, A., “Stakeholder Value Constructs in Megaprojects: A Long-Term Assessment Case Study” [J], Project Management Journal, 2017,48(6): 60-75.
[3] Sergeeva, N., & Zanello, C., “Championing and promoting innovation in UK megaprojects” [J], International Journal of Project Management, 2018,36(8):1068-1081.
[4] Ayres, R. U., “Creating industrial ecosystems: A viable management strategy?” [J], International Journal of Technology Management, 1996,12(5-6): 608-608.
[5] Adner, R., & Kapoor, R., “Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generations” [J], Strategic Management Journal, 2010,30(3): 306–333.
[6] Radziwon, A., Bogers, M., and Bilberg, A. "Creating and Capturing Value in a Regional Innovation Ecosystem: A Study of How Manufacturing Smes Develop Collaborative Solutions[J]," International Journal of Technology Management. 2017, (75:1-4): 73-96.
[7] 李永奎,李彪,刘晓雪.重大工程组织理论研究的关键方向和创新方法——超越传统工程视角的思考[J].工程管理学报,2019,33(03):92-97.
[8] Flyvbjerg, B., Holm, M.K.S., & Buhl, S.L., "Underestimating Costs in Public Works Projects: Error or Lie?" [J], Journal of the American Planning Association, 2002, 68(3): 279-295.
[9] Pickrell, D. H., “A Desire Named Streetcar Fantasy and Fact in Rail Transit Planning[J]”, Journal of the American Planning Association, 1992, 58(2): 158-176.
[10] Pitsis, T. S., Clegg, S. R., & Marosszeky, M., “Constructing the Olympic Dream: A Future Perfect Strategy of Project Management[J]”, Organization Science, 2003,14(5): 574-590.
[11] Miller, R., & Lessard, D. R., “The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks, and Governance” [M], 2000, Massachusetts Institute of Technology.
[12] Stinchcombe, A. L., & Heimer, C. A., “Organization Theory and Project Management: Administering Uncertainty in Norwegian Offshore Oil” [M], 1985,Norwegian University Press.
[13] Kahneman, D., & Dan, L., “Timid Choices and Bold Forecasts: A Cognitive Perspective on Risk Taking” [J], Management Science, 1993,39(1): 17-31.
[14] Lehtinen, J., Peltokorpi, A., & Artto, K., “Megaprojects as organizational platforms and technology platforms for value creation” [J], International Journal of Project Management, 2019,37(1): 43-58.
[15] Davies, A., & Mackenzie, I., “Project complexity and systems integration: constructing the London 2012 Olympics and Paralympics Games” [J], International Journal Project Management, 2014,32:773–790.
[16] Matinheikki, J., Artto, K., Peltokorpi, A., & Rajala, R., “Managing inter-organizational networks for value creation in the front-end of projects” [J], International Journal of Project Management, 2016, 34(7): 1226-1241.
[17] Laursen, M., “Project Networks as Constellations for Value Creation” [J], Project Management Journal, 2018, 49(2): 56-70.
[18] Davies, A., Gann, D., & Douglas, T., “Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5” [J], California Management Review, 2009,51(2): 101-125.
[19] Ahola, T., Laitinen, E., Kujala, J., & Wikstr?m, K., “Purchasing strategies and value creation in industrial turnkey projects” [J], International Journal of Project Management, 2008, 26(1): 87-94.
[20] 杨阳. 面向复杂重大科技工程的协同创新联盟管理机制研究[D].北京理工大学,2014.
[21] 李莉. 重大建设工程技术创新网络协同机制研究[D].中南大学,2013.
[22] 刘明. 重大工程技术资源供应链管理主体协调研究[D].南京大学,2013.
[23] 刘建昌,石秀,杨阳.面向国防科技重大工程的协同创新模式研究[J].科技进步与对策,2015,32(01):119-122.
[24] 张镇森,王孟钧.重大建设工程技术创新网络作用机理研究[J].科技进步与对策,2012,29(18):30-34.
[25] 曾赛星,陈宏权,金治州,苏权科.重大工程创新生态系统演化及创新力提升[J].管理世界,2019,35(04):28-38.
[26] 盛昭瀚,薛小龙,安实.构建中国特色重大工程管理理论体系与话语体系[J].管理世界,2019,35(04):2-16+51+195.
[27] Lusch, R.F., & Nambisan, S., “Service Innovation: A Service-Dominant Logic Perspective” [J], Management Information Systems Quarterly, 2015,39: 155-171.
[28] Moore, J. F., “The death of competition: Leadership and strategy in the age of business ecosystems” [M], 1996, HarperCollins.
[29] Adner, R., “Match your innovation strategy to your innovation ecosystem” [J], Harvard Business Review, 2006, 84(4): 98–107.
[30] Adner, R., “Ecosystem as Structure: An Actionable Construct for Strategy” [J], Journal of Management, 2017,43(1): 39-58.
[31] Moore, J.F., “Predators and prey: a new ecology of competition” [J], Harvard Business Review, 1993, 71(3): 75–86.
[32] Iansiti, M., & Levien, R., “The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability” [M], 2004, Harvard Business School Press.
[33] Dattée, B., Alexy, O., & Autio, E., “Maneuvering in poor visibility: How firms play the ecosystem game when uncertainty is high” [J], Academy of Management Journal, 2018,61(2): 466-498.
[34] Dedehayir, O., Mkinen, S. J., & Roland, O. J., “Roles during innovation ecosystem genesis: A literature review” [J], Technological Forecasting and Social Change, 2016,136(11): 18-29.
[35] Tyler, B.B., “The complementarity of cooperative and technological competencies. A resource-based perspective” [J], Journal of English Technology Management, 2001, 18:1–27.
[36] Miles, R.E., Snow, C.C. & Miles, G., “The future.org” [J], Long Range Planning, 2000, 33: 300–321.
[37] Augusto, D. V. G. L., Figueiredo, Fa. Cin. A. L., Salerno, M. S., “Unpacking the innovation ecosystem construct: Evolution, gaps and trends” [J], Technological Forecasting and Social Change, 2016,136(11): 30-48.
[38] Dodgson, M., Gann, D., & Phillips, N., “The Oxford Handbook of Innovation Management” [M], 2014, Oxford University Press.
[39] Lehtinen, J., Aaltonen, K., & Rajala, R. Stakeholder management in complex product systems: Practices and rationales for engagement and disengagement[J]. Industrial marketing management, 2019,79: 58-70.
[40] 吕一博,蓝清,韩少杰.开放式创新生态系统的成长基因——基于iOS、Android和Symbian的多案例研究[J].中国工业经济,2015(05):148-160.
[41] Baldwin, C., & Eric von Hippel, “Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation” [J], Organization Science, 2011,22(6): 1399–1417.
[42] Enos, J.L., “Petroleum progress and profits: A history of process innovation[M]. Cambridge”, 1962, MIT Press.
[43] von Hippel, E., “Lead Users: A Source of Novel Product Concepts” [J], Management Science, 1986, 32(7):791–805.
[44] Luethje, C., “Customers as co-inventors: an empirical analysis of the antecedents of customer-driven innovations in the field of medical equipment[C]. In: Proceedings of the 32nd Annual Conference of the European Marketing Academy (EMAC), 2003, Glasgow.
[45] von Hippel, E., “Democratizing Innovation” [M], 2005, MIT Press.
[46] von Hippel, E., “The dominant role of the user in semiconductor and electronic Subassembly process innovation” [J], IEEE Transactions on Engineering Management, 1977,24(2):60–71.
[47] Douthwaite, B., Keatinge, J. D. H., & Park, J. R., "Why promising technologies fail: the neglected role of user innovation during adoption"[J], Research Policy, 2001,30(5):819-836.
[48] Globocnik, D., & Faullant, R., “Do lead users cooperate with manufacturers in innovation? Investigating the missing link between lead userness and cooperation initiation with manufacturers” [J], Technovation, 2021,100:1-14.
[49] Alexander, I., & Maiden, N., “Scenarios, stories, use cases: through the systems development life-cycle” [M], 2004, Wiley Publishing.
[50] Christensen, Clayton. M., “The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail” [M], 1997.Harvard Business School Press.
[51] Jacobides, M G, Cennamo, C and Gawer, A. Towards a theory of ecosystems[M]. Strategic Management Journal, 2018,39 (8). pp: 2255-2276.
[52] Maracine, V., Scarlat, E., Dynamic knowledge and healthcare knowledge ecosystems[C]. Proceedings of the 9th European Conference on Knowledge Management, 2008, 459–470.
[53] Qu, R., Ye, Q., Service ecosystems of cloud computing[C]. International Conference on E-business Intelligence 2010,14: 61–70.
[54] Hienerth, C., Lettl, C., & Keinz, P. Synergies among producer firms, lead users, and user communities: The case of the LEGO producer–user ecosystem[J]. Journal of Product Innovation Management, 2014,31(4): 848-866.
[55] Rong, K., Hu, G.Y., Hou, J., Ma, R.F., Shi, Y.J., 2013a. Business ecosystem extension: Facilitating the technology substitution[J]. International Journal of Technology Management. 63 (3/4), 268–294.
[56] 柳卸林、陈健、王曦：《基于创新生态视角的大企业突破性创新管理》[M]，科学出版社，2018年。
[57] 罗伯特?K.殷：《案例研究设计与方法：第4版》[M]，重庆大学出版社，2010年。
[58] Eisenhardt, K. M., & Graebner, M. E., “Theory Building from Cases: Opportunities and Challenges” [J], Academy of Management Journal, 2007,50(1), pp.25-32.
[59] Pettigrew, A. M., “Longitudinal Field Research on Change: Theory and Practice” [J], Organization Science, 1990,1(3): 267-292.
[60] 王雅茹. 神华宁煤400万吨/年煤制油项目档案管理研究[D].宁夏大学,2018.
[61] 姚敏、邵俊杰：《世界级煤制油化工基地创新与实践》[M]，中国石化出版社，2019年。
[62] 托马斯?W.李：《组织与管理研究的定性方法》[M]，吕力译，北京大学出版社，2014年。
[63] Shenhar, A., & Holzmann, V., “The three secrets of megaproject success: clear strategic vision, total alignment, and adapting to complexity” [J], Project Management Journal, 2017,48:29–46.
[64] 相宏伟,杨勇,李永旺.煤炭间接液化:从基础到工业化[J].中国科学:化学,2014,44(12):1876-1892.
[65] Pavitt, K., "Sectoral patterns of technical change: Towards a taxonomy and a theory[J]," Research Policy, 1984, 13(6): 343-373
[66] Blomqvist, K., & Levy, J., “Collaboration Capability – A Focal Concept in Knowledge Creation and Collaborative Innovation in Networks” [J], International Journal of Management Concepts & Philosophy, 2006,2(1): 31-48.
[67] 黄斌、王国梁、杨建荣、赵元琪、李俊挺、马钊. 神宁炉气化装置试车总结[J]，化肥工业，2018,45(03): 31-33+40.
[68] 匡建平,郭伟,井云环,罗春桃,黄斌,张世程,岑可法.单喷嘴顶置干煤粉气化烧嘴与气化炉匹配性能研究[J].煤炭科学技术,2015,43(S1):102-105+69.
[69] 慕玲,路风.集成创新的要素[J].中国软科学,2003(11):105-111.
[70] Best, & Michael, H., “The New Competitive Advantage: The Renewal of American Industry” [M], 2001,Oxford University Press .