本文選題：突破性技術(shù)創(chuàng)新 + 技術(shù)跨越　； 參考：《復旦大學》2004年博士論文

【摘要】：二十世紀九十年代后期特別是 21 世紀以來,一些具有創(chuàng)造新行業(yè)或改變已有行業(yè)潛力 的新技術(shù)沖擊著老牌的產(chǎn)業(yè)領(lǐng)導者,同時也深刻影響著人們關(guān)于技術(shù)創(chuàng)新的理念和管理方 法。這樣,另一種不同的創(chuàng)新模式——突破性技術(shù)創(chuàng)新日益引起人們關(guān)注。與持續(xù)性技術(shù)創(chuàng) 新的路徑依賴性不同,突破性技術(shù)創(chuàng)新表現(xiàn)為技術(shù)發(fā)展路徑上的“另辟蹊徑”,并表現(xiàn)為對 原有技術(shù)的替代和跨越。這種新模式常常導致習慣于持續(xù)性技術(shù)創(chuàng)新模式思維的企業(yè)家陷入 困境,而技術(shù)落后的國家、地區(qū)、企業(yè)卻可能因此獲得與技術(shù)相對領(lǐng)先的國家、地區(qū)、企業(yè) 在同一起跑線上競爭甚至于超越它們的機會,實現(xiàn)技術(shù)跨越。 成功的技術(shù)跨越可以分為兩種類型,基于持續(xù)性技術(shù)創(chuàng)新的技術(shù)跨越和基于突破性技術(shù) 創(chuàng)新的技術(shù)跨越。突破性技術(shù)創(chuàng)新蘊含的技術(shù)跨越機會需要識別,因為突破性技術(shù)創(chuàng)新可能 表現(xiàn)為短時間內(nèi)在某些技術(shù)性能方面低于原有持續(xù)性技術(shù),但是通過改變企業(yè)內(nèi)部的組織結(jié) 構(gòu)、管理流程和價值取向,促使企業(yè)沿著新的技術(shù)軌道發(fā)展,可以最終超越與替代現(xiàn)有的持 續(xù)性技術(shù)。突破性技術(shù)創(chuàng)新管理的基本問題是處理新技術(shù)與原有組織之間的沖突,因為被認 為是“制度主導”的技術(shù)創(chuàng)新。 目前國內(nèi)外研究對于突破性技術(shù)創(chuàng)新和技術(shù)跨越之間的聯(lián)系缺乏整體的把握和考慮。 本文在判別突破性技術(shù)與持續(xù)性技術(shù)不同屬性的基礎(chǔ)上,分析突破性技術(shù)創(chuàng)新所面對的主要 問題,探討企業(yè)、行業(yè)如何從內(nèi)部價值網(wǎng)絡和外部環(huán)境著手,為突破性技術(shù)提供產(chǎn)生、發(fā)展 的空間,找到技術(shù)發(fā)展的最佳突破點,通過突破性技術(shù)創(chuàng)新實現(xiàn)國家及地區(qū)的技術(shù)跨越。 本文主要從突破性技術(shù)創(chuàng)新研究開始,通過分析企業(yè)內(nèi)部因素,即內(nèi)部價值網(wǎng)絡對突 破性技術(shù)創(chuàng)新的影響和作用(第三章)及外部因素,即集中顧客市場和散戶顧客市場對突破 性技術(shù)創(chuàng)新的不同影響力和確認能力(第四章),與常規(guī)的技術(shù)主導戰(zhàn)略相區(qū)別,構(gòu)建了企 業(yè)技術(shù)發(fā)展的“制度主導戰(zhàn)略”,并提出一些相關(guān)應對突破性技術(shù)創(chuàng)新的策略(第五章)。在 分析研究了突破性技術(shù)創(chuàng)新的基礎(chǔ)上,通過歷史成功技術(shù)跨越案例的分析,總結(jié)認為突破性 技術(shù)創(chuàng)新是實現(xiàn)技術(shù)跨越的重要途徑,并用歷史案例的歸納結(jié)論分析了突破性技術(shù)創(chuàng)新對我 國一些產(chǎn)業(yè)的影響(第六章)。文章進一步的研究說明,突破性技術(shù)創(chuàng)新是實現(xiàn)技術(shù)跨越的 重要途徑的集中表現(xiàn)是:突破性技術(shù)創(chuàng)新是技術(shù)跨越的機會窗口,這個機會窗口與持續(xù)性技 術(shù)創(chuàng)新的機會窗口有所不同(第七章),最后針對我國的實際情況,提出一些相關(guān)實現(xiàn)機制 (第八章)。
[Abstract]:In the late 1990s, especially since twenty-first Century, some have created new industries or changed the potential of existing industries.
The new technology is attacking the old industrial leaders, and it also profoundly affects people's ideas and management of technological innovation.
In this way, another different innovation mode, breakthrough technology innovation, is attracting more and more attention.
The new path dependence is different, and the breakthrough technological innovation is manifested as a "new way" in the path of technological development, and it is shown as a right way.
The new mode often leads to entrepreneurs who are accustomed to continuous technological innovation.
Predicament, and backward countries, regions, enterprises may get relatively advanced technology, regions, enterprises.
Competing on the same race line even surpasses their opportunities to achieve technological leapfrogging.
Successful technological leapfrogging can be divided into two types: technological leapfrogging and breakthrough technology based on sustainable technological innovation.
Innovative technological leapfrogging. Technological leapfrogging opportunities in breakthrough technological innovation need to be identified, as radical technological innovation may be possible.
The performance is shorter than that of the original continuous technology in a short time, but by changing the internal organization of the enterprise
Structure, management process and value orientation enable enterprises to develop along new technological trajectories and eventually surpass and replace existing ones.
Continuity technology. The basic problem of radical technological innovation management is to deal with the conflict between new technology and original organization, because it is recognized.
It is a "system - led" technological innovation.
At present, there is a lack of overall grasp and consideration of the relationship between breakthrough technology innovation and technological leapfrogging at home and abroad.
On the basis of distinguishing the different attributes of breakthrough technology and continuous technology, this paper analyzes the main problems faced by radical technological innovation.
The problem is to explore how the industry and the industry start from the internal value network and the external environment, and provide the breakthroughs for technology development.
We should find the best breakthrough point for technological development and achieve technological leapfrogging in the country and region through radical technological innovation.
This paper starts with the research of radical technological innovation, and analyzes the internal factors of enterprises, that is, internal value networks.
The impact and role of disruptive technology innovation (the third chapter) and external factors, namely, the focus of customer market and retail customer market to break through.
The different influence and recognition ability of the technological innovation (the fourth chapter) is different from the conventional technology dominant strategy, and constructs the enterprise.
The "system led strategy" of Technological Development in industry, and puts forward some relevant strategies to deal with breakthroughs in technological innovation (the fifth chapter).
Based on the analysis and research of radical technological innovation, and through the analysis of historical successful technological leapfrogging cases, it concludes that breakthrough is the key.
Technological innovation is an important way to achieve technological leapfrogging. With the conclusion of historical cases, the breakthrough technological innovation has been analyzed to me.
The influence of some industries in China (the sixth chapter). Further research shows that breakthrough technological innovation is the realization of technological leapfrogging.
The key way is concentrated expression: breakthrough technological innovation is the opportunity window for technological leapfrogging, this opportunity window and sustainable technology.
The opportunity window of innovation is different (the seventh chapter). Finally, aiming at the actual situation of China, we put forward some related implementation mechanisms.
(the eighth chapter).
【學位授予單位】：復旦大學
【學位級別】：博士
【學位授予年份】：2004
【分類號】：F062.4

【引證文獻】

相關(guān)期刊論文 前1條

1 陳勁;金鑫;何郁冰;姚威;;突破型高新技術(shù)產(chǎn)業(yè)組織模式研究[J];中國地質(zhì)大學學報(社會科學版);2006年04期

相關(guān)博士學位論文 前1條

1 張軍;基于企業(yè)生命周期的破壞性創(chuàng)新研究[D];山東大學;2007年

相關(guān)碩士學位論文 前1條

1 王雅旎;基于突破性創(chuàng)新的組織模式研究[D];西安電子科技大學;2007年

，

本文編號：1905126