科研管理

科研管理 ›› 2025, Vol. 46 ›› Issue (10): 103-114.DOI: 10.19571/j.cnki.1000-2995.2025.10.011

• 论文 • 上一篇    下一篇

专精特新企业破解“冷启动悖论”的可拓行动框架

谌飞龙1，占思奇1，范公广2   

  1. 1.江西财经大学工商管理学院，江西 南昌330013；
    2.石河子大学经济与管理学院，新疆 石河子832000
  • 收稿日期:2024-10-10 修回日期:2025-06-07 接受日期:2025-06-09 出版日期:2025-10-20 发布日期:2025-10-14
  • 通讯作者: 范公广
  • 基金资助:
    国家社会科学基金项目：“主配协同视角下‘专精特新’企业要素品牌化实现路径研究”（24BGL121，2024.10—2026.10）。

Extension action framework for SRDI enterprises to break the ‘Cold Start Paradox’

Chen Feilong1, Zhan Siqi1, Fan Gongguang2   

  1. 1. School of Business Administration, Jiangxi University of Finance and Economics, Nanchang 330013, Jiangxi, China; 
    2. School of Economics and Management, Shihezi University, Shihezi 832000, Xinjiang, China
  • Received:2024-10-10 Revised:2025-06-07 Accepted:2025-06-09 Online:2025-10-20 Published:2025-10-14

摘要：    专精特新企业实现关键零配件国产替代是“补链强链”的重要议题。国产关键零配件市场采用率不足使其难以通过供需循环实现工艺技术迭代优化，造成国产替代“冷启动悖论”。当前主机企业在推动国产零配件迭代优化方面存在协作缺位，亟待探究专精特新企业如何发挥主体能动性，推动供需良性循环。本文运用可拓理论的系统方法论，构建“情景识别-障碍分析-策略生成”行动框架，探析悖论破解路径。研究发现：（1）关键零配件国产替代“冷启动悖论”破解逻辑与复杂产品系统存在本质差异，前者是市场牵引下的技术性能优化，后者是顶层设计驱动的原始创新。（2）遵循“情境适配-障碍解耦-靶向干预”的可拓逻辑，破解悖论需动态识别不同情境。基于主配合作演化阶段和知识权力状态两个维度可识别三种典型情境：“卡位入链-被动服从”“配套跟随-主动博弈”和“创新协同-对等协商”。（3）针对上述情境，企业需克服试用意愿激活、复用决策确认和常用惯例维持三重障碍。其中，围绕感知价值不足、组织满意未达和收益分配失衡三个核心问题构建可拓模型，实施拓展分析与可拓变换，实现对三重障碍的靶向突破。本研究为专精特新企业破解国产替代“冷启动悖论”提供兼具理论系统性与实践操作性的普适解决方案。

关键词: 专精特新企业, 关键零配件, 国产替代, 冷启动悖论, 可拓理论

Abstract:   Domestic substitution of critical components by specialized, refined, distinctive, and innovative (SRDI) enterprises is pivotal for the supply chain reinforcement. Low market adoption rates hinder domestic components from achieving iterative optimization through positive supply-demand feedback loops, resulting ‘cold-start paradox’ in domestic substitution. Currently, host manufacturers exhibit a collaboration gap in driving the iterative optimization of domestic components. There is an urgent need to explore how SDRI enterprises can play a proactive role in fostering a supply-demand virtuous cycle. This study employed the systematic methodology of extenics to construct an action framework of ‘context identification-barrier analysis-strategy generation’, aiming to explore pathways for resolving this paradox. The key findings are as follows: (1) The logic underlying the resolution of the ‘cold-start paradox’ in domestic substitution of critical components differs from that observed in complex product systems. The former is fundamentally a logic of market-driven performance optimization, while the latter is a logic of state-orchestrated original innovation driven by top-down institutional design. (2) Guided by the extenics logic of ‘contextual adaptation-barrier decoupling-targeted intervention’ to resolve the paradox, different contexts must be dynamically identified. Based on two dimensions: the stage of host-supplier co-evolution and the state of knowledge power, three archetypal contexts are identified: ‘niche integration-passive compliance’ ‘complementary following-proactive negotiation’ ‘innovation collaboration-equal consultation’. (3) Addressing the above contexts requires overcoming three core barriers: activating trial willingness, confirming reuse decisions, and sustaining adoption routines. Extension models are constructed to target the core issues of inadequate perceived value, unmet organizational satisfaction, and imbalanced benefit distribution. Applying extension analysis and transformations enables targeted breakthroughs against these three barriers. This research will provide SRDI enterprises with a universally applicable solution for resolving the ‘cold-start paradox’ in domestic substitution, which integrates theory with practice.

Key words: SRDI enterprise, critical component, domestic substitution, cold start paradox, extension theory