Оглавление
Xiaobo Wu. Global Manufacturing and Secondary Innovation in China
GLOBAL. MANUFACTURING. AND. SECONDARY. INNOVATION IN CHINA
GLOBAL. MANUFACTURING. AND. SECONDARY. INNOVATION IN CHINA
Foreword I
Foreword II
Preface
Contents
Introduction
1.1 New trend of globalization
1.2 China’s manufacturing industry’s participation in globalization
1.2.1 Growth of inbound foreign investments fluctuates and its proportion gradually decreases
1.2.2 Outbound investment quickly rising and net capital output achieved
1.2.3 Increasingly diversified investment and steadily growing cross-border M&As
1.2.4 Investable industries increasingly diversify, and the technology-driven investment becomes the major trend
1.3 Innovation capability building of China’s manufacturing industry
1.3.1 Production efficiency
1.3.2 Technological innovation capabilities
1.4 Opportunities and challenges faced by China’s manufacturing industry. 1.4.1 Opportunities
Opportunities brought by globalization:
1.4.2 Challenges
1.5 Research intention and structure of this book
Bibliography
Theoretical and Practical Background of Secondary Innovation
2.1 Theoretical background. 2.1.1 Latecomer’s advantages and disadvantages
2.1.2 Introduce, digest, absorb and re-innovate technologies
2.1.3 Technological paradigms and catch-up traps
2.2 Practical background
Bibliography
The Dynamic Model of Secondary Innovation
3.1 Primary innovation
3.2 Model of secondary innovation
3.3 The evolutionary process of secondary innovation
3.3.1 Sub-process I: Imitative innovation (as shown in Diagram 3-3)
3.3.2 Sub-process II: Creative imitation (as shown in Diagram 3-4)
3.3.3 Sub-process III: Improved innovation (as shown in Diagram 3-5)
3.4 Post-secondary innovation
3.5 Case: Core technologies of ZTE. 3.5.1 Introduction and imitation of the core technologies
3.5.1.1Exploitative learning of the core technology
3.5.1.2Exploratory learning of the core technology
3.5.2 ZTE’s learning of assistive technologies. 3.5.2.1Utilization of localized design capabilities
3.5.2.2Exploration of assistive technologies
3.5.2.3Assistive technology utilization based on alliance cooperation
3.5.2.4Longitudinal stage division and joint evolution analysis
3.6 Summary
Bibliography
Theoretical Model of Evolution and Development of the Secondary Innovation
4.1 Model of secondary innovation process based on global competition
(1) Stage I: Imitative innovation
(2) Stage II: Creative imitation
(3) Stage III: Improved innovation
(4) Stage IV: Post secondary innovation or quasi primary innovation
4.2 Case: Haier Group’s journey of secondary innovation
4.2.1 Haier’s technology evolution: Taking refrigerator products as an example
4.2.2 The process of organizational change of Haier
Stage I: 1984–1991 (pyramidal organization)
Stage II: 1992–1998 (matrix organization)
Stage III: 1999–2003 (multi-dimensional organization)
Stage IV: 2004–2012 (flattened organization)
Stage V: 2013–2018 (network type organization)
4.2.3 Featured activities of Haier at the stages of secondary innovation
4.2.4 Conclusion and inspiration
4.3 Secondary business-model innovation and technological innovation. 4.3.1 Secondary business-model innovation
4.3.2 Business model innovation and technological innovation
4.4 Case: The co-evolution of secondary business-model innovation and technological innovation in Alibaba
Stage I: 1999–2003
Stage II: 2003–2008
Stage III: 2008–present
Stage I: Supporting technology introduced to provide meager support to the establishment of secondary business-model innovation
Stage II: Independent technological innovation to better support the localization of secondary business-model innovation
Stage III: Emerging technologies spearhead the local original business model innovation
4.5 Summary: Two pathways from secondary innovation to beyond catch-up
Bibliography
Secondary Innovation and Dynamic Modes of Organizational Learning
5.1 Organizational learning and secondary innovation. 5.1.1 Organizational learning
5.1.2 Unlearning
5.1.3 The significance of organizational learning to secondary innovation
5.1.3.1Learning is a basic function of the organization
5.1.3.2Organizational learning is the premise and foundation to organizations’ survival and development
5.1.3.3Organizational learning provides a good opportunity for firms to comprehensively enhance their competitiveness
5.1.3.4The secondary innovation is a dynamic process of continuous learning by the organization
5.2 Dynamic organizational learning mode during secondary innovation. 5.2.1 Dynamic feature of knowledge development in the secondary innovation process
5.2.2 Levels of organizational learning
5.2.3 Dynamic organizational learning mode
Adaptive learning at the introduction stage
Maintainable learning at digestion and absorption stage
Developmental learning
Transitional learning and creative learning at the post secondary innovation stage
5.3 Case: The evolution of organizational learning mode based on dynamic process of secondary innovation: A longitudinal case study of Hangyang
5.3.1 Transitional learning in the phase of crisis (1994–1995) 5.3.1.1Technical capability enhancement and its milestones
5.3.1.2Technical efforts and features of organizational learning
5.3.2 The creative learning at the renewal (Type II introduction) stage (1996–1998) 5.3.2.1Technical capability enhancement and its milestones
5.3.2.2Technical endeavors and features of organizational learning
5.3.2.3Introducing non-complete set of emerging technologies via cooperative R&D
5.3.2.4The combination of “software” and “hardware” introduction
5.3.3 Maintainable learning at the stage of digestion and absorption (1998–2002) 5.3.3.1Technical capability enhancement and its milestones
5.3.3.2Technical endeavors and features of organizational learning
Experiences in technological transformation of imported large air separation equipment
Technical breakthrough in key components to meet the requirements of large-scale air separation equipment
Technology breakthroughs in large-scale cryogenic equipment processing
5.3.4 Developmental learning at the stage of improvement and innovation (2002–2008) 5.3.4.1Technical capability enhancement and its milestones
5.3.4.2Technical endeavors and features of organizational learning
Diversification of application fields
Diversification of product lines
5.4 Summary: The dynamics of technology introduction and organizational learning
Bibliography
Cultivating Technological Innovation Capabilities during the Dynamic Process of Secondary Innovation
6.1 Technological innovation capabilities
Resource-based perspective
Dynamic capability perspective
Organizational learning perspective
Absorptive capacity
6.2 Cultivating technological innovation capabilities during secondary innovation
6.2.1 Imitative innovation capabilities
6.2.2 Creative imitative innovation capabilities
6.2.3 Improved innovation capabilities for mature technologies
6.3 Enhancing technological innovation capabilities during secondary innovation
6.3.1 Cultivating dynamic capabilities in secondary innovation
Environmental insight
Revolutionary and renewal capabilities
Strategic flexibility
6.3.2 From technology introduction to technology collaboration
At organizational level
At individual level
At knowledge network level
6.4 Acquiring and reconstructing the technological capabilities during secondary innovation
6.4.1 Strategies for acquiring capabilities in secondary innovation
6.4.1.1Technology introduction strategy
6.4.1.2Technological alliance strategy
6.4.2 Process for building capability in post secondary innovation
6.5 Case: Hikvision: Technological capability building from secondary innovation to beyond catch-up
6.5.1 Secondary innovation in developing video compression board card
6.5.2 Comprehensive deployment, front-end extension, developing all-round technological innovation capabilities
6.5.3 With internal and external coordination, R&D culture promotes fundamental change of innovation
6.6 Summary
Bibliography
Construction of Organization’s Management System during the Dynamic Process of Secondary Innovation
7.1 The construction of organization’s management system
7.1.1 Ambidexterity of the organizational system
Structural ambidexterity
Contextual ambidexterity
Leadership ambidexterity
7.1.2 Internal organizational network
7.1.2.1Internal knowledge network in organization
7.1.2.2Internal R&D collaboration network in organization
7.1.3 Organizational R&D network
7.1.4 Cross-functional collaboration system
7.2 Organizational transformation and secondary innovation
7.3 Case: Huawei: Innovation driven by organizational transformation
7.3.1 Aligning innovation demands with organizational changes
7.3.2 Systematic organizational transformation
7.3.3 Adjustment of decision-making mechanism
7.4 Summary
Bibliography
Summary and Implications
8.1 Summary
8.2 Implications
Index
