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  本文關鍵詞：技術創(chuàng)新導向下華為企業(yè)戰(zhàn)略與技術互動關系研究　出處：《河南科技大學》2014年碩士論文　論文類型：學位論文

  更多相關文章： 華為 發(fā)展戰(zhàn)略 技術路徑 資源分配

【摘要】：企業(yè)戰(zhàn)略發(fā)展具有能動性和隱藏性，想了解競爭對手的戰(zhàn)略發(fā)展方向是困難的，但是技術具有延續(xù)性和穩(wěn)健性，即一項技術的研發(fā)成功有很多相關技術的支撐，尤其是核心技術。體現(xiàn)在專利申請方面，一項核心專利在申請前會有很多基礎專利的鋪墊，同時一項核心專利也會衍生出更多的外圍專利。企業(yè)的技術要想得到法律保障必須申請專利，而技術一旦申請專利就會公開，成為企業(yè)可以利用的資源。 由于專利申請路徑與企業(yè)戰(zhàn)略發(fā)展之間存在密切關系，本文將研究重點放在對企業(yè)專利路線對企業(yè)戰(zhàn)略發(fā)展方向作用機理研究上。本文以華為電信有限公司為研究對象，通過對華為1995年以來申請3萬多項專利進行類別分析，構建華為技術路線圖，識別每一年的主要技術和整個技術進步過程中核心技術和輔助技術以及階段性存在的專利技術等。然后通過對華為自1987年成立以來的公開年報和業(yè)務發(fā)展記錄構建華為的發(fā)展戰(zhàn)略路徑，依附于行業(yè)發(fā)展歷史和電信標準成熟過程梳理華為的業(yè)務成長路徑，，得出華為分別在成立之初、技術追蹤階段（1989—1995）、快速發(fā)展期（1996—2005）和產品豐富期（2006-2013）的產品和業(yè)務。 通過一個時間軸對比華為各產品期相應的申請專利，發(fā)現(xiàn)華為技術路徑與戰(zhàn)略之間的互動關系，提出“戰(zhàn)略通過資源分配影響研發(fā)投入”和“科研實踐修正企業(yè)戰(zhàn)略”兩個結論。最后在第五章升華提出這種互動關系的應用，具體應用體現(xiàn)為以下幾方面：(1)分析自身專利發(fā)展路徑，服務企業(yè)未來戰(zhàn)略制定；(2)確保戰(zhàn)略目標的可實施性；(3)分析競爭對手專利申請趨勢，掌握競爭對手戰(zhàn)略發(fā)展方向；(4)自有外圍專利誤導對手資源投向。
[Abstract]:Enterprise strategic development is dynamic and hidden, it is difficult to understand the strategic development direction of competitors, but technology has continuity and robustness, that is, the success of a technology research and development has a lot of related technology support. In particular, the core technology. Reflected in the patent application, a core patent before the application will have a lot of basic patent paving. At the same time, a core patent will give rise to more peripheral patents. Enterprises must apply for a patent for legal protection of their technology, and once they apply for a patent, the technology will be made public and become a resource that enterprises can use. There is a close relationship between the patent application path and the strategic development of the enterprise. This paper focuses on the research on the mechanism of the action of the enterprise patent line on the development direction of the enterprise strategy. This paper takes Huawei Telecom Co., Ltd. as the research object. Through category analysis of more than 30,000 patents filed by Huawei since 1995, Huawei technology roadmap is constructed. Identify the major technologies of each year and the core and assistive technologies as well as the existing patented technologies in the process of technological progress. Then, through the open annual report and business development of Huawei since its establishment in 1987. Record the path to build Huawei's development strategy. Depending on the history of industry development and the mature process of telecom standards, it is concluded that Huawei is in the early stage of technology tracking in the beginning of its establishment. Rapid development period 1996-2005) and product enrichment period 2006-2013) products and operations. Through a time line to compare the corresponding patent application for each product period of Huawei, we find the interaction between Huawei technology path and strategy. This paper puts forward two conclusions: "Strategy affects R & D investment through resource allocation" and "Research practice modifies enterprise strategy". Finally, the application of this interactive relationship is put forward in Chapter 5th. The concrete application manifests in the following several aspects: 1) analyzes the own patent development path, serves the enterprise future strategy formulation; (II) ensuring the implementability of the strategic objectives; (3) analyzing the trend of competitors' patent application and mastering the developing direction of competitors' strategy; 4) its own external patents mislead rival resources.
【學位授予單位】：河南科技大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.63;F273.1;F272

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