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17 December 2015, Volume 34 Issue 5 Previous Issue    Next Issue

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Research on Innovation Pattern of Central SOEs to Accelerate Innovation System Building Wang Jiming 2015, 34(5): 1-1.  Abstract ( )   PDF (295KB) ( )

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Experience in Technological Innovation of China’s High-speed Rail ---Interview with Academician Sun Yongfu, Former Vice Minister of Ministry of Railways Project Team, Beijing , China 2015, 34(5): 2-5.  DOI: 10.3969/j.issn.1002-302x.2015.05.001 Abstract ( )   PDF (1494KB) ( )   Eye-catching achievements have been made in China’s development of high-speed rail in recent years, with the technological innovation capability remarkably improved. The success in high-speed rail technological innovation shows that it is feasible and necessary to bring about rapid technological development on the basis of China’s huge and urgent market demand, major engineering projects, national institutional advantages and unified industrial plan. Long-term technological accumulation is also indispensible for the success. The principle of independent technological innovation holds the key to improvement of technological capacity, establishment of technological standards and creation of China’s big-name brands. Synergetic innovation, systematic innovation and indigenous innovation provides a powerful support for continuous improvement of China’s high-speed rail technology so that this technology can be appreciated worldwide.

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Position and Roles of Central SOEs in National Innovation System Hu Wenrui 2015, 34(5): 6-10.  DOI: 10.3969/j.issn.1002-302x.2015.05.002 Abstract ( )   PDF (1598KB) ( )   Central SOEs are large-scale State-owned enterprises directly under management and supervision of the Central Government. Currently, China has 124 such enterprises covering the important areas of the national economy, such as military industry, electric power, petroleum, chemicals, coal, communications, transportation, iron and steel, manufacturing,aerospace. They play an important role in implementation of China’s “innovation-driven” strategy. Central SOEs have accumulated technological power and technological innovative resources with abundant innovative results. The positions and dominance of central SOEs cannot be replaced in the nation’s technological innovation system. They should take full advantage of their technological innovation system to lead industrial development and technological research, playing a key role in the nation’s key engineering technological projects.

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Construction of CNPC Technological Innovation System Yuan Shiyi, Sun Longde 2015, 34(5): 11-13.  DOI: 10.3969/j.issn.1002-302x.2015.05.003 Abstract ( )   PDF   China National Petroleum Corporation initiated technological innovation system construction in 2006.Following the principle of innovation-driven development, CNPC formulated the technology innovation strategy of the core technology-leading and defined three strategic objectives, which is keeping leading position in the superior technology areas, realizing great-leap-forward development in the catching-up areas, and occupying the cutting-edge technologies in the emerging and reserved areas. CNPC’s technological management shifted from focusing on R&D to full process including R&D, demonstration and deployment. The construction of technological innovation system mainly consisted of R&D portfolio management, restructuring R&D organization, technology facility improvement, management mechanism optimization, which has developed a series of core technologies, significantly boosted CNPC’s indigenous innovation capability and international competitiveness, meanwhile has strongly supported and led its main businesses.

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Progress of Sinopec’s Technological Innovation System Yuan Qingtang, Xie Zaiku 2015, 34(5): 14-17.  DOI: 10.3969/j.issn.1002-302x.2015.05.004 Abstract ( )   PDF (1491KB) ( )   Sinopec Group has adhered to the guideline of “put technological development first to invigorate Sinopec” for many years. Focusing on the main businesses of petroleum and petrochemicals, the company has promoted independent innovation, strengthened the efforts for technological research and established its technological innovation system.As a result, the company has developed a series of core technological and dedicated technologies with international competitiveness, ranking it on the forefront of the world’s advanced technology. It has also developed some valuable methods in promotion of technological innovation and progress. Those methods include perfecting innovation system to construct the technological platform for development of the main businesses, strengthening top-level design to guide technological research, stepping up combination of technological research with industry to establish the “big circulation” mechanism, and creating the organizational pattern for key projects to establish the technological research mechanism.Based on enterprises, the innovation system combines domestic research with its foreign counterparts as well as research with production. The company has established the unique internal technological market mechanism so that market can play a role in allocation of resources. The company has cultivated technological elite, promoted development of innovationculture and created good atmosphere for innovation.

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Framework and Targets of Technological Innovation System Established by Central SOEs Lv Jianzhong, Yang Hong, Yuan Lei 2015, 34(5): 18-24.  DOI: 10.3969/j.issn.1002-302x.2015.05.005 Abstract ( )   PDF (1844KB) ( )   Establishment of technological innovation system is one of the important measures to improve technology innovation capability of central State-owned enterprises. According to this paper, the driving factors for technological innovation of central SOEs include technological promotion, market stimulation, spirit of entrepreneurs, involvement of employees and governmental and social drive. The study comes up with the content and basic framework of technological innovation system for central SOEs. There are five fundamental elements in technological innovation system of central SOEs, namely strategy, organization, resources, rules and culture. It also makes an in-depth analysis of the five sub-systems related to the five fundamental elements and raises the suggestions on the strategic targets and focus areas of technological innovation system established by central SOEs.

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Managerial Experiences in Technological Innovation of Excellent Chinese and Foreign EnterprisesAnalcite cementation facies and forming mechanism of high-quality secondary clastic rock reservoirs in western China Yang Hong, Sun Naida 2015, 34(5): 25-29.  DOI: 10.3969/j.issn.1002-302x.2015.05.006 Abstract ( )   PDF (1865KB) ( )   Excellent innovative-type enterprises both inside and outside China have accumulated rich experiences in management of technological innovation. They are reflected in many areas, such as following the new conception for technological innovation on the basis of strategic drive and market guidance, attaching importance to managerial methods, process and mechanism for technological innovation, providing a clear professional development path for researchers, making the acquisition mode based on a variety of technologies, distributing research institutes worldwide, and creating an atmosphere for encouraging innovation and allowing failure. Central SOEs are the main force of the country’s technological innovation, but they have a number of problems in development of technological innovation system. As compared to excellent Chinese and foreign enterprises, central SOEs have a certain gap in this area.

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Technological Innovation System of Central SOEs Shi Shuda, Liu Jun 2015, 34(5): 30-35.  DOI: 10.3969/j.issn.1002-302x.2015.05.007 Abstract ( )   PDF (1087KB) ( )   Technological innovation system is the effective basis for technological innovative activities. Based on technological innovation system developed by central State-owned enterprises, this paper summarizes the achievements made in six areas – technological decision-making and planning system, technological management system, scientific research organizational system, resources investing and platform supporting system, collaborative research system and stimulation and restriction system. It also points out the shortcomings existing in the elements of technological innovation system, such as strategy, organization and mechanism. The paper comes up with the suggestions on how to improve technological innovation system of central enterprises.

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Best Practices of Central SOEs in Technological Innovation Management Si Yunbo Bao Jingwei 2015, 34(5): 36-42.  DOI: 10.3969/j.issn.1002-302x.2015.05.008 Abstract ( )   PDF (1903KB) ( )   Central State-owned enterprises (SOEs) have studied the methods for establishment of technological innovation system for many years and achieved a series of results in this area with precious experiences accumulated. The main experiences include that: (1) the focus on national demands and governmental coordination and promotion hold the key to development of technological innovation system established by central SOEs; (2) the core of their technological innovation system is adherence to guidance of strategic objectives, drive of main business, strong toplevel design and guarantee of fund as well as investment in talents; (3) the integrated operational pattern of design, manufacture and production is adopted on the basis of major engineering projects; and (4) the important methods central SOEs use to perfect their technological innovation system are to make strong efforts for original innovation, focus on assimilation and absorption of what is imported for re-innovation and actively promote innovative integration so as to upgrade independent innovation capabilities.

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Advantages and Disadvantages of Large-scale State-owned Enterprises in Technological Innovation Gao Xudong Zhao Xing 2015, 34(5): 43-47.  DOI: 10.3969/j.issn.1002-302x.2015.05.009 Abstract ( )   PDF (1001KB) ( )   How can large-scale State-owned enterprises make technological innovation? Based on an in-depth analysis of the advantages and disadvantages of large-scale SOEs in technological innovation, this paper concludes a series of advantages of large-scale SOEs, such as national economic core, pillar and mainstay, high investment in research and development, capital intensity, large market share, high internationalization degree, and obvious leading position. As the mainstay in the nation’s technological innovation, they cannot be replaced in terms of position and roles. However, their disadvantages of technological innovation should not be neglected, such as inadequate internal innovation driving power as well as negative aspects related to capability, managerial method and mindset. Many problems are caused by non-economic factors. According to this paper, it is inappropriate to attribute inadequate innovation driving power and unsatisfactory innovation results to outdated system and unreasonable structure of the ownership. The way for settlement of the issues related technological innovation of large-scale SOEs is to increase management efficiency, bring the advantages into full play and eliminate the misunderstanding of this area. Entrepreneurs should be far-sighted and take their social responsibilities.

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Suggestions on Technological Innovation Cooperation between Central SOEs and Multinational Companies Wu Pingchuan Yang Hai Zhang Bing 2015, 34(5): 48-54.  DOI: 10.3969/j.issn.1002-302x.2015.05.010 Abstract ( )   PDF (1311KB) ( )   Technological innovation is becoming more and more important to a company in the 21st century. Both central State-owned enterprises and multinational companies should consistently step up foreign cooperation to acquire a larger market share and more customers under the present-day intense international economic competition. The paper analyzes the objectives and research management patterns of technological cooperation between central SOEs and multinational companies. Based on the case study, the paper is focused on a series of technological cooperation, such as pattern of Chinese-foreign joint ventures, pattern of customer innovation center and innovation pattern of a single project. It discusses interest sharing, distribution principles, influential factors and distribution mechanisms relate to bilateral interesting sharing. It points out that any cooperation should be based on common interests. The concrete methods are proposed for cooperation between central SOEs and multinational companies.

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Influential Factors and Decision Strategy of Firm’s R&D Organization Gong Xiaojun Yang Yan 2015, 34(5): 55-59.  DOI: 10.3969/j.issn.1002-302x.2015.05.011 Abstract ( )   PDF (1505KB) ( )   The organizational system for research and development is an important part of the company’s technological innovation system. The organizational patterns for research and development within a company include concentrated pattern, dispersed pattern, and mixed pattern. This paper elaborates on the advantages and disadvantages of those three patterns as well as their applicable scopes. It also analyzes the influences of a series of factors on selection of a research pattern, such as company scale, product strategy, organizational mode of business unit, and properties of research content. It discusses the existing opinions about selection of research organizational pattern and the disadvantages in this area, coming up with a new selective strategy and concrete implementation steps under the condition of more influential factors.

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Coordinated Innovation for Ultra-high Voltage AC Transmission Project of SGCC Luan Hao, Shi Shude 2015, 34(5): 60-63.  DOI: 10.3969/j.issn.1002-302x.2015.05.012 Abstract ( )   PDF (852KB) ( )   State Grid Corporation of China (SGCC) came up with the ultra-high voltage transmission development strategy in 2004. Facing this unprecedented innovation engineering challenge that is unique in the world, Under the guidance of users, SGCC integrated its innovation chains and developed its multi-disciplinary innovation capability on the basis of its advantages in market, technology and fund, further shortening the distance between products and the actual demand. It provided guarantee for application of the first set of facility to overcome the bottlenecks for conversion of results into application. The project of ultra-high voltage power grid plays an important role in rapidly upgrading China’s independent innovation capability for electrical facilities, changing the passive situation of following development abroad and helping the domestic electric facilities to be sold on the international market.

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Implementation of Technological Innovation Policies to Improve Innovation Capabilities of Central SOEs ---Review of Innovation Policies for Central SOEs in the“12th Five-year Plan Period” Yuan Lei, Niu Feng, He Yanqing 2015, 34(5): 64-70.  DOI: 10.3969/j.issn.1002-302x.2015.05.013 Abstract ( )   PDF (1295KB) ( )   The 12th Five-year Plan Period is a key stage for reform of China’s economic system and conversion of its economic growth pattern. The State has released a series of technological policies aiming to enhance the enterprises’ dominant position for innovation and improve the environment for technological innovation. As the mainstay in the country’s economic development, central State-owned enterprises should increase their technological innovation capabilities and bring about innovation-driven development. Meanwhile, the State stepped up its guidance of technological innovation for central SOEs and released a series of policies to clarify the key part of technological innovation, using innovative mechanisms to stimulate technological innovation, promoting exchange of information between governmental departments and central SOEs and improving efficiency in implementation of the policies. However, some policy barriers still remained for central SOEs, such as effective stimulation mechanism for technological innovation, capabilities for acquisition of technology, and conversion of technological results. This paper comes up with the related suggestions on those policy barriers.