技術(shù)創(chuàng)新戰(zhàn)略是企業(yè)發(fā)展戰(zhàn)略的重要組成部分,對(duì)它的管理是為了獲取可持續(xù)發(fā)展的競(jìng)爭(zhēng)力,即怎樣更好的發(fā)揮企業(yè)內(nèi)部的資源、能力、知識(shí)、文化等優(yōu)勢(shì)來(lái)適應(yīng)外界環(huán)境中的機(jī)遇與威脅,從而擊敗競(jìng)爭(zhēng)對(duì)手的活動(dòng)。它最為重要的作用是使企業(yè)的競(jìng)爭(zhēng)地位發(fā)生改變,幫助企業(yè)尋找到一個(gè)新的、更有力的立足點(diǎn)建立長(zhǎng)久的競(jìng)爭(zhēng)優(yōu)勢(shì)。但是,由于外界環(huán)境的多變性、信息收集的不對(duì)稱性以及人的有限理性等因素的影響,面對(duì)同行業(yè)不同企業(yè)的戰(zhàn)略競(jìng)爭(zhēng),技術(shù)創(chuàng)新戰(zhàn)略實(shí)施的結(jié)果并不能完全達(dá)到預(yù)期的效果,必須隨時(shí)思索切實(shí)的戰(zhàn)略實(shí)施期望結(jié)果以不斷調(diào)整企業(yè)的戰(zhàn)略。本文主要以跨國(guó)企業(yè)TP-LINK為模版,闡述其基本情概況和面臨的有關(guān)技術(shù)創(chuàng)新的難題,并運(yùn)用案例分析法,SWOT分析法等多種方式,解析TP-LINK如何通過(guò)針對(duì)內(nèi)、外部環(huán)境的分析,結(jié)合自身優(yōu)劣勢(shì),來(lái)解決當(dāng)前的問(wèn)題。最后建議其做出果斷的技術(shù)創(chuàng)新戰(zhàn)略決策,包括戰(zhàn)略目標(biāo)、戰(zhàn)略選擇、保障措施等,并隨著環(huán)境變化逐步調(diào)整各項(xiàng)實(shí)施措施,如建立全球研發(fā)中心,選擇和開發(fā)全新技術(shù),以及采用新的國(guó)際化模式,以此保障并推進(jìn)技術(shù)創(chuàng)新的有效進(jìn)行,在市場(chǎng)的歷練中逐漸獲得自身的核心競(jìng)爭(zhēng)力,贏取穩(wěn)定市場(chǎng)。在文章的最后論述了此次研... 

【文章來(lái)源】：廣東外語(yǔ)外貿(mào)大學(xué)廣東省

【文章頁(yè)數(shù)】：71 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter Ⅰ Introduction
    1.1 Research Background and Significance
        1.1.1 Research Background
        1.1.2 Research Significance
    1.2 Research Contents and Methods
        1.2.1 Research Contents
        1.2.2 Research Methods
        1.2.3 Research Framework
Chapter Ⅱ Literature Review
    2.1 Theory of Enterprise Technology Innovation Strategy
    2.2 Multinational Enterprise Technology Innovation Strategy
        2.2.1 R& D Strategic Alliance
        2.2.2 Acquisition of High-technology
        2.2.3 Establishment of Research and Development Institutions
        2.2.4 Obtaining High-tech Through Technology Trade
        2.2.5 Using of Social Scientific Research
    2.3 The Theory of Internationalization of Multinational Corporations Promoting Technological Innovation
        2.3.1 International Breadth Promotes Technological Learning and Innovation Development
        2.3.2 Internationalization Promotes Reverse Technology Information Flow and Innovation Capability
    2.4 Brief Comment
Chapter Ⅲ Case Description
    3.1 Introduction of Case
    3.2 Analysis of The Status of TP-LINK Technological Innovation Capability
        3.2.1 The R& D Organization System Gradually Improved
        3.2.2 The R& D Investment Increases Year by Year
        3.2.3 Innovation Team Grows Rapidly
        3.2.4 The Present Problems TP-LINK Faces
Chapter Ⅳ Case Analysis
    4.1 Development Trend of Network Communication Equipment Industry
        4.1.1 Basic Overview of Network Communication Equipment Industry
        4.1.2 Analysis of Industry Chain of Network Communication Equipment Industry
        4.1.3 Network Communication Equipment Enterprises Show Vitality
    4.2 Network Communication Equipment Industry Competition Pattern
    4.3 Technology Innovation Strategy of TP-LINK's Main Competitors
        4.3.1 Technology Innovation Strategy of Huawei
        4.3.2 Technology Innovation Strategy of Cisco
    4.4 SWOT analysis of TP-LINK's Technological Innovation Strategy Selection
        4.4.1 Strength
        4.4.2 Weakness
        4.4.3 Opportunity
        4.4.4 Threat
Chapter Ⅴ Selection and Measures of TP-LINK Technology Innovation Strategy
    5.1 The Goal of Technology Innovation Strategy
    5.2 The Choice of Technological Innovation Strategy Model
        5.2.1 Independent Technological Innovation
        5.2.2 Imitate Innovation after M& A
        5.2.3 Finding Strategic Alliances for Collaborative Innovation
    5.3 Implementation Measures of Technology Innovation Strategy
        5.3.1 New Technology Selection and Development
        5.3.2 Application of New Internationalization model
    5.4 Specific Policies and Safeguards
        5.4.1 Strengthening Organizational Leadership
        5.4.2 Promoting Conceptual Innovation and Conscious Innovation
        5.4.3 Attaching Importance to Basic Management of Enterprises
        5.4.4 Improving Mechanism Construction
Chapter Ⅵ Conclusions and Prospects
    6.1 Conclusions
    6.2 Theoretical Contribution and Practical Enlightenment
        6.2.1 Theoretical contribution
        6.2.2 Practical Enlightenment
    6.3 Research Limitations and Future Prospects
REFERENCE


【參考文獻(xiàn)】：
期刊論文
[1]新興經(jīng)濟(jì)體企業(yè)連續(xù)跨國(guó)并購(gòu)中的價(jià)值創(chuàng)造:均勝集團(tuán)的案例[J]. 謝洪明,章儼,劉洋,程聰.  管理世界. 2019(05)
[2]企業(yè)跨國(guó)研發(fā)能否提高創(chuàng)新效率——基于中國(guó)高科技企業(yè)的實(shí)證分析[J]. 向鵬飛,符大海.  國(guó)際貿(mào)易問(wèn)題. 2019(05)
[3]本土市場(chǎng)規(guī)模擴(kuò)大一定有助于價(jià)值鏈攀升嗎?[J]. 金瑩,戴翔.  南京社會(huì)科學(xué). 2019(03)
[4]對(duì)外直接投資能否提升中國(guó)工業(yè)綠色創(chuàng)新效率?:基于創(chuàng)新價(jià)值鏈與空間關(guān)聯(lián)的視角[J]. 聶名華,齊昊.  世界經(jīng)濟(jì)研究. 2019(02)
[5]跨越身份的鴻溝:組織身份不對(duì)稱與整合戰(zhàn)略選擇[J]. 魏江,楊洋.  管理世界. 2018(06)
[6]向誰(shuí)同構(gòu)?中國(guó)跨國(guó)企業(yè)海外子公司對(duì)制度雙元的響應(yīng)[J]. 魏江,王詩(shī)翔,楊洋.  管理世界. 2016(10)
[7]技術(shù)追趕過(guò)程中后發(fā)企業(yè)創(chuàng)新能力的構(gòu)建——基于中國(guó)西電集團(tuán)公司的案例研究[J]. 林潤(rùn)輝,周常寶,李康宏,謝宗曉.  研究與發(fā)展管理. 2016(01)
[8]技術(shù)追趕視角下商業(yè)模式設(shè)計(jì)與技術(shù)創(chuàng)新戰(zhàn)略的匹配——一個(gè)多案例研究[J]. 姚明明,吳曉波,石涌江,戎珂,雷李楠.  管理世界. 2014(10)
[9]行業(yè)異質(zhì)性、網(wǎng)絡(luò)布局結(jié)構(gòu)與逆向技術(shù)溢出——基于中國(guó)創(chuàng)新型企業(yè)面板數(shù)據(jù)的實(shí)證檢驗(yàn)[J]. 陳巖,翟瑞瑞.  科研管理. 2013(S1)
[10]韓國(guó)及印度國(guó)際化軌跡研究[J]. 李青,程浩,陳龍.  戰(zhàn)略決策研究. 2012(06)



本文編號(hào)：2953570