Research on the Management Mechanism of Scientific and Technological Innovation for a World-Class Enterprise:Case Study Based on Siemens in Germany
Chang Qingqing1, Liu Haibing2
1. School of Information Management, Shanghai Lixin University of Accounting and Finance,Shanghai 201209, China; 2. Evergrade School of Management,Wuhan University of Science and Technology,Wuhan 430081,China
Abstract:Based on the case study of Siemens,this paper finds that the innovation leading mechanism,the interactive innovation coordination mechanism of technology oriented and market orientation and the innovation incentive mechanism of Surpassing Total Innovation are the basic experience of Siemens growing into a world-class enterprise and the core mechanism of Siemens' scientific and technological innovation management mechanism.The innovation leading mechanism of mission driven and technology proactive provides strategic guidance for the continuous improvement of world-class enterprises’innovation capability,which is composed of mission,paradigm and safety.The interactive innovation coordination mechanism of technology oriented and market orientation provides the dynamic and balanced innovation capability,the key mechanism which maintains the interaction between technology orientation and market orientation is the internal innovation marketization mechanism and the external innovation ecological mechanism.The innovation incentive mechanism of Surpassing Total Innovation provides internal and external talents impetus.
常青青 , 刘海兵. 世界一流企业的科技创新管理机制——基于德国西门子公司的案例研究[J]. 中国科技论坛, 2022(4): 47-57.
Chang Qingqing, Liu Haibing. Research on the Management Mechanism of Scientific and Technological Innovation for a World-Class Enterprise:Case Study Based on Siemens in Germany. , 2022(4): 47-57.
[1]NEWMAN H W,CHEN M J.World-class enterprises:resource conversion and balanced integration,challenges for global enterprise in the 21st century[C].Academy of Management National Meetings,1999. [2]杨尚东.国际一流企业科技创新体系的特征分析[J].中国科技论坛,2014 (2):154-160. [3]翟青.世界一流企业的创新模式研究——德国西门子集团的科技创新体系[J].科技管理研究,2009,29 (8):468-471. [4]祝影,杜德斌.跨国公司研发全球化的组织类型及其演化[J].科技管理研究,2005 (8):175-177. [5]张振刚,林丹.一流制造企业创新能力评价体系的构建[J].统计与决策,2021,37 (4):181-184. [6]黄群慧.世界一流企业管理——理论与实践[M].北京:经济管理出版社,2019. [7]PETERS T,WATERMAN R H.In search of excellence:lessons from America's best run companies[M].New York:Harper & Row,1982. [8]DRUCKER P.Innovation and entrepreneurship[M].New York:Harper & Row,1954. [9]PORTER M E.Competitive advantage:creating and sustaining superior performance[M].New York:Free Press,1985. [10]COLLIS D J.Research note:how valuable are organizational capabilities[J].Strategic management journal,1994,15 (S1):143-152. [11]王海军,陈劲,冯军政.模块化嵌入的一流企业产学研用协同创新演化:理论建构与案例探索[J].科研管理,2020,41 (5):47-59. [12]刘海兵,许庆瑞.引领性创新:一种创新管理新范式——基于海尔集团洗衣机产业线的案例研究 (2013—2020年).中国科技论坛,2020 (9):39-48. [13]许庆瑞.全面创新管理:理论与实践[M].北京:科学出版社,2007. [14]刘海兵,许庆瑞.后发企业战略演进、创新范式与能力演化[J].科学学研究,2018,36 (8):1442-1454. [15]EISENHARDT K.Building theories from case study research[J].Academy of management review,1989,14 (3):532-550. [16]PETTIGREW A M.Longitudinal field research on change:theory and practice[J].Organization science,1990,1 (1):267-292. [17]YIN R K.Case study research:design and methods[M].London:Sage Publications,1994. [18]约翰尼斯·贝尔.西门子传[M].北京:中译出版社,2018. [19]西门子.西门子自传[M].北京:民主与建设出版社,2004. [20]舒丽慧,陈工,陈政融.后发企业原始性创新能力形成的创新范式——基于华为公司的案例研究[J].广西财经学院学报,2020,33 (3):43-54. [21]CHESBROUGH H W.Open innovation:the new imperative for creating and profiting from technology[M].Boston:Harvard Business School Press,2003. [22]刘海兵.创新情境、开放式创新与创新能力动态演化[J].科学学研究,2019,37 (9):1680-1693. [23]陈劲,曲冠楠,王璐瑶.有意义的创新:源起、内涵辨析与启示[J].科学学研究,2019 (11):2054-2063. [24]梅亮,陈劲,李福嘉.责任式创新: “内涵-理论-方法”的整合框架[J].科学学研究,2018 (3):521-530. [25]TEECE D J,P G R,SHUEN A.Dynamic capabilities and strategic management[J].Strategic management journal,1997,18 (7):509~533. [26]LADDAWAN L,SELVARAJAH C,HEWEGE C.Relationship between market orientation,entrepreneurial orientation,and firm performance in Thai SMEs:the mediating role of marketing capabilities[J].International journal of business & economics,2018,17 (3):213-237. [27]ZHOU K Z,LI C B.How strategic orientations influence the building of dynamic capability in emerging economies[J].Journal of business research,2010,63 (3):224-231. [28]刘海兵,杨磊,许庆瑞.后发企业技术创新能力路径如何演化?——基于华为公司1987—2018年的纵向案例研究[J].科学学研究,2020,38 (6):1096-1107. [29]GUPTA A K,SMITH K G,SHALLEY C E.The interplay between exploration and exploitation[J].Academy of management review,2006,49 (4):693~706. [30]LEVINTHAL D A,MARCH J G.The myopia of learning[J].Strategic management journal,1993,14 (8):95~112. [31]SOHN E,CHANG S Y,SONG J.Technological catching-up and latecomer strategy:a case study of the Asian shipbuilding industry[J].College of business administration,2009,15 (2):25~57. [32]CHESBROUGH H W,CROWTHER A K.Beyond high tech:early adopters of open innovation in other industries[J].R&D management,2006,36 (3):3229~3236. [33]高良谋,马文甲.开放式创新:内涵、框架与中国情境[J].管理世界,2014 (6):157-169. [34]LAURSEN K,SALTER A.Open for innovation:the role of openness in explaining innovation performance among U.K.manufacturing firms[J].Strategic management journal,2006,27 (2):131~150. [35]BAHEMIA H,SQUIRE B A.Contingent perspective of open innovation in new product development projects[C].The Summer Conference 2010 on Opening up Innovation:Strategy,Organization and Technology,London,2010.