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一部分企业的研发部门从母体剥离出来而衍生为独立的研发业者或新设,还有一部分企业通过保留并强化研发、剥离制造及其他业务而“变身”为事实上的研发业者。前者与物流(后勤保障)、售后服务等企业内部业务通过外部化而形成独立产业的演化路径并无二致,属一般的典型产业化路径。后者则是一条“另类”的非典型演化路径。通过对一体化企业内部业务环节(单元、板块)的抽象化建立研发产业化路径模型,可以看到各环节的演化路径受学习成本、交易效率及交易市场发展等的影响,而研发产业化同时拥有非典型路径是因其能满足高效益、高等级、旺盛需求以及大优势差等条件。对企业来说,是否及如何(选择何路径)实现研发产业化需视具体情况而定。
Some companies’ R&D departments are spun off from their mothers to become independent R&D firms or new ones, and some are transformed into “de facto R&D firms” by retaining and strengthening research and development, stripping manufacturing and other businesses. The evolution path of the former and the logistics (logistics support), after-sales service and other internal business of the enterprise to form an independent industry through externalization is no different, and it is a typical typical industrialization path. The latter is an atypical evolutionary path of “other”. By establishing an R&D industrialization path model for the abstraction of the integrated business internal business units (units, boards), we can see that the evolution path of each link is affected by the learning cost, transaction efficiency, and the development of the trading market, while R&D industrialization is also in progress. Having an atypical path is due to the fact that it can meet the conditions of high efficiency, high grade, strong demand, and large advantage. For enterprises, whether and how (choose what path) to achieve R & D industrialization depends on the specific circumstances.