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Article(id=1315693758457430216, tenantId=1146029695717560320, journalId=1308397381743640680, issueId=1315693724970103290, articleNumber=null, orderNo=null, doi=null, pmid=null, cstr=null, oa=null, hot=null, price=null, onlineType=0, articleFormat=0, articleType=null, articleTypeStr=research-article, receivedDate=1754582400000, receivedDateStr=2025-08-08, revisedDate=1763654400000, revisedDateStr=2025-11-21, acceptedDate=null, acceptedDateStr=null, onlineDate=1791615436424, onlineDateStr=2026-10-10, pubDate=1791993600000, pubDateStr=2026-10-15, doiRegisterDate=null, doiRegisterDateStr=null, onlineIssueDate=1791615436424, onlineIssueDateStr=2026-10-10, onlineJustAcceptDate=null, onlineJustAcceptDateStr=null, onlineFirstDate=null, onlineFirstDateStr=null, sourceXml=null, magXml=null, createTime=1791615436424, creator=13701087609, updateTime=1791615436424, updator=13701087609, issue=Issue{id=1315693724970103290, tenantId=1146029695717560320, journalId=1308397381743640680, year='2026', volume='44', issue='10', pageStart='2017', pageEnd='2240', issueExtLink='null', onlineDate='null', pubDate='1791993600000', pubDateStr='2026-10-15', beforeIssueId=null, nextIssueId=null, price=null, status=1, issueComplete=1, articleOrder=1, issueType=1, specialIssue=null, createTime=1791615428440, creator='13701087609', updateTime=1791615454688, updator='13701087609', preIssue=null, nextIssue=null, articleTotal=null, ext={EN=IssueExt(id=1315693835188031766, tenantId=1146029695717560320, journalId=1308397381743640680, issueId=1315693724970103290, language=EN, specialIssueTitle=, coverIllustrator=null, specialIssueEditor=, specialIssueAbout=), CN=IssueExt(id=1315693835188031767, tenantId=1146029695717560320, journalId=1308397381743640680, issueId=1315693724970103290, language=CN, specialIssueTitle=, coverIllustrator=null, specialIssueEditor=, specialIssueAbout=)}, issueFiles=null, downloadFileDto=null}, startPage=2170, endPage=2184, ext={EN=ArticleExt(id=1315693758667145417, articleId=1315693758457430216, tenantId=1146029695717560320, journalId=1308397381743640680, language=EN, title=Pathways and mechanisms for navigating the innovation valley of death amidst paradigm shift, columnId=1309226334803550422, journalTitle=Studies in Science of Science, columnName=Innovation Explorations, runingTitle=null, highlight=null, articleAbstract=

The paradigm of enterprise technological innovation is undergoing a significant transition from a traditional "value chain" framework to a more complex, multi-stakeholder "value network". This transition is driven by the rise of global trade protectionism, accelerated by the urgency for domestic technological self-sufficiency, particularly in critical sectors like the semiconductor industry, where "chokepoint" technologies pose severe national security and economic stability risks. The semiconductor industry’s innovation ecosystem is shifting toward dense regional networks, demanding collaborative and non-linear approaches to value creation, contrasting sharply with the sequential and linear nature of the traditional value chain model. This paradigm shift exposes enterprises to new challenges, including cognitive limitations, technological uncertainty, high coordination costs, and capability obsolescence, which exacerbate the risk of falling into the "valleys of death" across the innovation lifecycle. These valleys manifest as critical breaks in the network nodes from basic research through application development to industrialization and scaling.

This study systematically investigates how enterprises can effectively navigate these challenges, focusing on the six distinct types of innovation valleys of death that emerge within this value network context. Adopting the "Awareness-Motivation-Capability" (AMC) perspective, which is highly suited for analyzing enterprise responses to external changes and strategic challenges, we conduct a multi-case study on eight semiconductor subsidiaries of the Changguang Group, an enterprise group integral to China's high-tech development. We track their archival records, patent portfolios, and financial data between 2014 and 2024 to provide robust longitudinal evidence.

Our empirical findings reveal two distinct strategic paths for overcoming innovation valleys, contingent on the type of core technology being pursued.

First, for "chokepoint" technologies (those significantly lagging behind international leaders and facing external restrictions), the most effective strategy follows the path of "social-expectation-based awareness—developing intrinsic motivation—cultivating core capabilities". Social expectation awareness, driven by comparison to industry benchmarks, compels the enterprise to adopt a differentiation strategy to break free from "chain"-based path dependency. Intrinsic motivation, rooted in a sense of mission and long-term commitment, facilitates continuous learning and the tacit knowledge accumulation necessary to overcome network monopolies and master crucial know-how. Finally, cultivating core capabilities allows the firm to achieve rapid product transformation, scale production efficiently, and realize sufficient network benefits, thereby securing the autonomous control and industrialization of critical core technologies.

Second, for "game-changer" technologies (asymmetric technologies originating from internal, primary innovation that are difficult to imitate), the successful approach is "self-expectation-based awareness—developing extrinsic motivation—cultivating dynamic capabilities". Self-expectation awareness, based on the enterprise’s past performance, provides a stable internal anchor for sustained investment in basic research, mitigating the risk of divergent goals among multiple stakeholders (such as government, research institutes, and market-driven firms). Extrinsic motivation, often triggered by external pressures (e.g., policy support, competitive attacks), facilitates the coordination of diverse actors and the infusion of external resources, thereby resolving the challenges of adoption network delays in the transition from application to product. Crucially, dynamic capabilities (sensing, seizing, and reconfiguring) enable the enterprise to quickly adapt to market changes, integrate resources, and reconstruct business models, effectively addressing diffusion network delays and ensuring the rapid dissemination of asymmetric technologies and successful business model innovation.

This study contributes to the literature on innovation management by extending the AMC framework into the context of innovation valleys of death in value networks and providing a differentiated strategic response mechanism for "chokepoint" and "game-changer" technologies. Practically, the findings offer vital guidance for enterprises in critical industries to proactively respond to paradigm shifts, successfully commercialize R&D outcomes, and enhance national competitiveness.

, authors=Xiao-bo WU1, Jia-yi MA1, Hua-jie SHEN2, authorsList=Xiao-bo WU, Jia-yi MA, Hua-jie SHEN, authorCompany=null, correspAuthors=Hua-jie SHEN, authorNote=null, correspAuthorsNote=null, copyrightStatement=null, copyrightOwner=null, extLink=null, articleAbsUrl=null, sourceXml=null, magXml=null, pdfUrl=null, pdf=null, pdfFileSize=null, pdfExtLink=null, richHtmlUrl=null, mobilePdfUrl=null, reviewReport=null, pdfFirstPage=null, abstractGraph=null, abstractGraphContent=null, abstractVideo=null, citation=null, cebUrl=null, magXmlContent=null, mapNumber=null, fund=null), CN=ArticleExt(id=1315693760227426522, articleId=1315693758457430216, tenantId=1146029695717560320, journalId=1308397381743640680, language=CN, title=范式变革下创新死亡谷的破解路径与机制, columnId=1309226334996488408, journalTitle=科学学研究, columnName=创新探索, runingTitle=null, highlight=null, articleAbstract=

企业技术创新范式正在从基于“价值链”向基于“价值网络”过渡。面临范式变革,本文采用“意识-动机-能力”视角系统研究企业如何应对价值网络中出现的6类创新死亡谷。通过对长光集团的8家半导体子公司进行案例分析,辅以这些企业2014-2024年的档案、专利与财务数据追踪,本文发现:(1)对于“卡脖子”技术,遵循“基于社会期望意识-开发内在动机-培育核心能力”的路径,能够有效破解从基础研究到规模化过程中的“链”式路径依赖、网络垄断和网络效益不足等难题,有力推进关键核心技术的自主可控和产业化。(2)对于“杀手锏”技术,遵循“基于自我期望意识-开发外在动机-培育动态能力”的路径,能够有效破解从基础研究到规模化过程中的多元主体目标分歧、采纳网络延迟和扩散网络延迟等难题,有力推进非对称性技术的快速扩散和商业模式创新。在此基础上,结合三位中国半导体产业专家的访谈,本研究探讨范式变革下创新死亡谷的具体应对措施,为我国关键产业的技术创新、把握机会窗口提供理论依据和实践指导,推动科技创新与国家竞争力的提升。

, authors=吴晓波1, 马佳怡1, 沈华杰2, authorsList=吴晓波, 马佳怡, 沈华杰, authorCompany=null, correspAuthors=沈华杰, authorNote=

吴晓波(1960-),男,教授。

马佳怡(1998-),女,博士研究生。

, correspAuthorsNote=
沈华杰(1996-),男,助理教授,E-mail:。
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吴晓波(1960-),男,教授。

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吴晓波(1960-),男,教授。

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马佳怡(1998-),女,博士研究生。

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马佳怡(1998-),女,博士研究生。

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language=CN, label=图2, caption=单元企业间的价值网络, figureFileSmall=N45L2L73+5vOfSd5ln+ofQ==, figureFileBig=gnFZn4EFPW84/HWqc4dYqg==, tableContent=null), ArticleFig(id=1315693762966307070, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 3, caption=Coding structure B, figureFileSmall=PCXuLYCEz3kbMXDMAjzRCQ==, figureFileBig=Q3PPg9sbflI/7vXo/WSQOA==, tableContent=null), ArticleFig(id=1315693763037610239, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图3, caption=编码图B, figureFileSmall=PCXuLYCEz3kbMXDMAjzRCQ==, figureFileBig=Q3PPg9sbflI/7vXo/WSQOA==, tableContent=null), ArticleFig(id=1315693763100524800, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 4, caption=Coding structure C, figureFileSmall=EcUMKikFYOoBRDHROAbzmw==, figureFileBig=MFY7nbOD3bt6Ipu25C6Rvg==, tableContent=null), ArticleFig(id=1315693763167633665, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图4, caption=编码图C, figureFileSmall=EcUMKikFYOoBRDHROAbzmw==, figureFileBig=MFY7nbOD3bt6Ipu25C6Rvg==, tableContent=null), ArticleFig(id=1315693763247325442, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 5, caption=Theoretical model, figureFileSmall=8arC8is8UXlX2sw46iPVKA==, figureFileBig=8yav4qbrqZVjL9HD28Tq5Q==, tableContent=null), ArticleFig(id=1315693763318628611, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图5, caption=理论模型, figureFileSmall=8arC8is8UXlX2sw46iPVKA==, figureFileBig=8yav4qbrqZVjL9HD28Tq5Q==, tableContent=null), ArticleFig(id=1315693763465429252, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 6, caption=Curve of Granted Invention Patents, figureFileSmall=hxjg+CuRNRfe+WjPWoIYmQ==, figureFileBig=uo2iFNBjv3g6osVe5SBiYw==, tableContent=null), ArticleFig(id=1315693763528343813, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图6, caption=获批发明专利数量曲线

注:由于光刻机相关专利涉密,企业F未披露相关专利数据。

, figureFileSmall=hxjg+CuRNRfe+WjPWoIYmQ==, figureFileBig=uo2iFNBjv3g6osVe5SBiYw==, tableContent=null), ArticleFig(id=1315693763595452678, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 7, caption=Representative patents for bottleneck technologies and killer technologies, figureFileSmall=DlMByL3nGzBKy/koIsTZjw==, figureFileBig=XorRiYnSQWZcB3Dh80ipmw==, tableContent=null), ArticleFig(id=1315693763658367239, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图7, caption=“卡脖子”技术代表性专利,“杀手锏”技术代表性专利, figureFileSmall=DlMByL3nGzBKy/koIsTZjw==, figureFileBig=XorRiYnSQWZcB3Dh80ipmw==, tableContent=null), ArticleFig(id=1315693763721281800, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Figure 8, caption=Cumulative patents for bottleneck and killer technologies, figureFileSmall=VzGg6GzLf5eF02SEsBvn3w==, figureFileBig=R+OYbN0xf9pRTqvhfxZw4A==, tableContent=null), ArticleFig(id=1315693763809362185, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=图8, caption=累计“卡脖子”“杀手锏”技术专利, figureFileSmall=VzGg6GzLf5eF02SEsBvn3w==, figureFileBig=R+OYbN0xf9pRTqvhfxZw4A==, tableContent=null), ArticleFig(id=1315693763872276746, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Table 1, caption=

Characteristics of successive innovation paradigms

, figureFileSmall=null, figureFileBig=null, tableContent=
第一代 第二代 第三代 第四代 第五代 第六代
概述 技术推动的线性范式 需求拉动的线性范式 技术和市场的耦合范式 技术创新的整合范式 系统集成与信息化范式 基于价值网络的范式
时间 1950s-1960s 1960s-1970s 1970s-1980s 1980s-1990s 1990s-2010s 2010s至今
特征 新技术的创造和已有技术的迭代 根据市场的需求进行研发和制造 一系列功能不同的技术-市场相互作用的阶段 以企业为核心,纵向整合上下游,横向实现部门扁平化 在四代基础上,以信息化工具为基础实现系统集成 以价值网络为视角,商业模式和技术创新协同演化
要素 劳动、土地、资本、技术 劳动、土地、资本、技术、数据
要素
关系		 链式结构 网状结构
要素
组合		 在过去五代范式的更替过程中,基本的要素并没有发生革命性的变化,但技术逐渐取代了简单劳动、自然资源和资本在生产中的作用。 在第六代范式中,数据成为主导生产组合变化的要素。
), ArticleFig(id=1315693763947774219, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=表1, caption=

历代创新范式特征

, figureFileSmall=null, figureFileBig=null, tableContent=
第一代 第二代 第三代 第四代 第五代 第六代
概述 技术推动的线性范式 需求拉动的线性范式 技术和市场的耦合范式 技术创新的整合范式 系统集成与信息化范式 基于价值网络的范式
时间 1950s-1960s 1960s-1970s 1970s-1980s 1980s-1990s 1990s-2010s 2010s至今
特征 新技术的创造和已有技术的迭代 根据市场的需求进行研发和制造 一系列功能不同的技术-市场相互作用的阶段 以企业为核心,纵向整合上下游,横向实现部门扁平化 在四代基础上,以信息化工具为基础实现系统集成 以价值网络为视角,商业模式和技术创新协同演化
要素 劳动、土地、资本、技术 劳动、土地、资本、技术、数据
要素
关系		 链式结构 网状结构
要素
组合		 在过去五代范式的更替过程中,基本的要素并没有发生革命性的变化,但技术逐渐取代了简单劳动、自然资源和资本在生产中的作用。 在第六代范式中,数据成为主导生产组合变化的要素。
), ArticleFig(id=1315693764027465996, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Table 2, caption=

Companies of semi-structured interview participants

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企业 成立时间 员工人数 主要产品 专精特新认定
企业A 2012年 207 背照式CMOS图像传感器设计 国家级
企业B 1996年 502 激光器、激光测量设备、光谱分析仪 国家级
企业C 2002年 87 晶圆测试探针台、砂轮切割机等 省级
企业D 2005年 438 光栅编码器 省级
企业E 2001年 360 COB显示系列产品
LED照明系列产品		 国家级
企业F 2014年 171 90nm节点光刻机曝光光学系统、易损件等 未认定
企业G 1999年 99 居民健康卡读写器、手持终端 省级
企业H 2001年 1686 光电经纬仪光机分系统、航天相机光机分系统等 国家级
), ArticleFig(id=1315693764098769165, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=表2, caption=

半结构化访谈对象所在企业

, figureFileSmall=null, figureFileBig=null, tableContent=
企业 成立时间 员工人数 主要产品 专精特新认定
企业A 2012年 207 背照式CMOS图像传感器设计 国家级
企业B 1996年 502 激光器、激光测量设备、光谱分析仪 国家级
企业C 2002年 87 晶圆测试探针台、砂轮切割机等 省级
企业D 2005年 438 光栅编码器 省级
企业E 2001年 360 COB显示系列产品
LED照明系列产品		 国家级
企业F 2014年 171 90nm节点光刻机曝光光学系统、易损件等 未认定
企业G 1999年 99 居民健康卡读写器、手持终端 省级
企业H 2001年 1686 光电经纬仪光机分系统、航天相机光机分系统等 国家级
), ArticleFig(id=1315693764178460942, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Table 3, caption=

Basic information of semi-structured interview participants

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编号 企业/
专家		 访谈对象职务 性别 访谈
次数		 访谈时长
总计/分钟		 访谈主题
某室主任A 男 3 180 面临的创新死亡谷与对策;与集团成员的合作、类型;关键技术的商业化

企业A		 客户部经理B 女 2 110 合作网中的产品化与规模化
研发团队成员C 男 1 45 “卡脖子”技术攻关的困境与过程
研发团队成员D 男 2 60 杀手锏技术研发、扩散与商业化挑战
企业B 研发团队成员E 男 1 60 杀手锏技术培育;与集团成员的合作项目、过程
研发团队成员F 男 1 80 “卡脖子”技术攻关的困境与对策
企业C 某部部长G 男 3 160 “卡脖子”技术攻关的困境与对策;与集团成员的合作项目;母公司的协调机制
研发团队成员H 男 1 50 杀手锏技术在应用开发到产品化阶段的难点与对策
企业D 研发团队成员I 男 1 60 面临的创新死亡谷与对策;与集团成员的合作项目、过程
企业E 研发团队成员J 男 1 90 面临的创新死亡谷与对策;与集团成员的合作项目、过程

企业F		 研发团队成员K 男 1 90 “卡脖子”技术与杀手锏技术在突破过程中面临的难点与对策
某部总经理L 男 2 140 不同技术攻关的困境与对策;与集团成员的协作机制
企业G 某室主任M 男 1 45 与集团成员的合作项目、协作机制
企业H 市场部客户经理N 女 2 80 与集团成员的合作项目、协作机制;技术在合作网络中的扩散
专家A 国家863集成电路重大
专项专家组成员		 男 1 60 半导体产业中的范式转变与创新死亡谷
专家B 中芯国际高层管理人员 男 1 60 半导体产业中的技术分类与突破困境
专家C 成都某芯片设计公司董事长 男 1 60 半导体产业的技术分类与突破困境
), ArticleFig(id=1315693764363010319, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=表3, caption=

半结构化访谈对象基本信息

, figureFileSmall=null, figureFileBig=null, tableContent=
编号 企业/
专家		 访谈对象职务 性别 访谈
次数		 访谈时长
总计/分钟		 访谈主题
某室主任A 男 3 180 面临的创新死亡谷与对策;与集团成员的合作、类型;关键技术的商业化

企业A		 客户部经理B 女 2 110 合作网中的产品化与规模化
研发团队成员C 男 1 45 “卡脖子”技术攻关的困境与过程
研发团队成员D 男 2 60 杀手锏技术研发、扩散与商业化挑战
企业B 研发团队成员E 男 1 60 杀手锏技术培育;与集团成员的合作项目、过程
研发团队成员F 男 1 80 “卡脖子”技术攻关的困境与对策
企业C 某部部长G 男 3 160 “卡脖子”技术攻关的困境与对策;与集团成员的合作项目;母公司的协调机制
研发团队成员H 男 1 50 杀手锏技术在应用开发到产品化阶段的难点与对策
企业D 研发团队成员I 男 1 60 面临的创新死亡谷与对策;与集团成员的合作项目、过程
企业E 研发团队成员J 男 1 90 面临的创新死亡谷与对策;与集团成员的合作项目、过程

企业F		 研发团队成员K 男 1 90 “卡脖子”技术与杀手锏技术在突破过程中面临的难点与对策
某部总经理L 男 2 140 不同技术攻关的困境与对策;与集团成员的协作机制
企业G 某室主任M 男 1 45 与集团成员的合作项目、协作机制
企业H 市场部客户经理N 女 2 80 与集团成员的合作项目、协作机制;技术在合作网络中的扩散
专家A 国家863集成电路重大
专项专家组成员		 男 1 60 半导体产业中的范式转变与创新死亡谷
专家B 中芯国际高层管理人员 男 1 60 半导体产业中的技术分类与突破困境
专家C 成都某芯片设计公司董事长 男 1 60 半导体产业的技术分类与突破困境
), ArticleFig(id=1315693764438507793, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Table 4, caption=

Six death valleys in the value network of innovation

, figureFileSmall=null, figureFileBig=null, tableContent=
技术创新类型 “卡脖子”技术 杀手锏技术
断点类型 断点I 断点II 断点III 断点I 断点II 断点III
基础研究到应用开发的网络节点断裂 应用开发到产品化的网络节点断裂 产品化到规模化的网络节点断裂 基础研究到应用开发的网络节点断裂 应用开发到产品化的网络节点断裂 产品化到规模化的网络节点断裂
价值网络中的创新死亡谷 “链”式路径依赖 关键技术与
网络垄断		 网络效益 多元主体目标分歧 采纳网络延迟 扩散网络延迟
), ArticleFig(id=1315693764530782482, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=表4, caption=

价值网络中的6种创新死亡谷

, figureFileSmall=null, figureFileBig=null, tableContent=
技术创新类型 “卡脖子”技术 杀手锏技术
断点类型 断点I 断点II 断点III 断点I 断点II 断点III
基础研究到应用开发的网络节点断裂 应用开发到产品化的网络节点断裂 产品化到规模化的网络节点断裂 基础研究到应用开发的网络节点断裂 应用开发到产品化的网络节点断裂 产品化到规模化的网络节点断裂
价值网络中的创新死亡谷 “链”式路径依赖 关键技术与
网络垄断		 网络效益 多元主体目标分歧 采纳网络延迟 扩散网络延迟
), ArticleFig(id=1315693764727914771, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=EN, label=Table 5, caption=

Strategies for addressing innovation death valleys in value networks

, figureFileSmall=null, figureFileBig=null, tableContent=
维度 技术类型 创新死亡谷 企业应对策略 企业/合作关系
意识(Awareness) 卡脖子技术 “链”式路径依赖 差异化竞争
专注科研/行业级小众市场		 企业A
杀手锏技术 多元主体目标分歧 自我期望意识推动工艺创新
增强内部承诺		 企业C+企业F
动机(Motivation) 卡脖子技术 网络垄断难题 内在动机促进持续学习
隐性知识积累		 企业H
杀手锏技术 采纳网络延迟 外在动机引入外部资源
多元主体协调		 企业A+企业E
能力(Capability) 卡脖子技术 网络效益不足 形成产品系列与核心能力
规模化销售		 企业D、企业G
杀手锏技术 扩散网络延迟 动态能力感知市场变化
重构商业模式		 企业C+企业B+企业D
), ArticleFig(id=1315693764807606548, tenantId=1146029695717560320, journalId=1308397381743640680, articleId=1315693758457430216, language=CN, label=表5, caption=

价值网络中创新死亡谷的应对策略:企业协作与对比

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维度 技术类型 创新死亡谷 企业应对策略 企业/合作关系
意识(Awareness) 卡脖子技术 “链”式路径依赖 差异化竞争
专注科研/行业级小众市场		 企业A
杀手锏技术 多元主体目标分歧 自我期望意识推动工艺创新
增强内部承诺		 企业C+企业F
动机(Motivation) 卡脖子技术 网络垄断难题 内在动机促进持续学习
隐性知识积累		 企业H
杀手锏技术 采纳网络延迟 外在动机引入外部资源
多元主体协调		 企业A+企业E
能力(Capability) 卡脖子技术 网络效益不足 形成产品系列与核心能力
规模化销售		 企业D、企业G
杀手锏技术 扩散网络延迟 动态能力感知市场变化
重构商业模式		 企业C+企业B+企业D
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范式变革下创新死亡谷的破解路径与机制
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吴晓波 1 , 马佳怡 1 , 沈华杰 2
科学学研究 | 创新探索 2026,44(10): 2170-2184
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科学学研究 |创新探索 2026 , 44 (10) : 2170 -2184
范式变革下创新死亡谷的破解路径与机制
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吴晓波1, 马佳怡1, 沈华杰2
作者信息
  • 1 浙江大学管理学院, 浙江杭州 310058
  • 2 广西大学工商管理学院, 广西南宁 530004
通讯作者:
沈华杰(1996-),男,助理教授,E-mail:。
作者简介:

吴晓波(1960-),男,教授。

马佳怡(1998-),女,博士研究生。

Pathways and mechanisms for navigating the innovation valley of death amidst paradigm shift
Xiao-bo WU1, Jia-yi MA1, Hua-jie SHEN2
Affiliations
  • 1 School of Management, Zhejiang University, Hangzhou 310058, China
  • 2 School of Business, Guangxi University, Nanning 530004, China
出版时间: 2026-10-15
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摘要
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企业技术创新范式正在从基于“价值链”向基于“价值网络”过渡。面临范式变革,本文采用“意识-动机-能力”视角系统研究企业如何应对价值网络中出现的6类创新死亡谷。通过对长光集团的8家半导体子公司进行案例分析,辅以这些企业2014-2024年的档案、专利与财务数据追踪,本文发现:(1)对于“卡脖子”技术,遵循“基于社会期望意识-开发内在动机-培育核心能力”的路径,能够有效破解从基础研究到规模化过程中的“链”式路径依赖、网络垄断和网络效益不足等难题,有力推进关键核心技术的自主可控和产业化。(2)对于“杀手锏”技术,遵循“基于自我期望意识-开发外在动机-培育动态能力”的路径,能够有效破解从基础研究到规模化过程中的多元主体目标分歧、采纳网络延迟和扩散网络延迟等难题,有力推进非对称性技术的快速扩散和商业模式创新。在此基础上,结合三位中国半导体产业专家的访谈,本研究探讨范式变革下创新死亡谷的具体应对措施,为我国关键产业的技术创新、把握机会窗口提供理论依据和实践指导,推动科技创新与国家竞争力的提升。

第六代创新范式  /  价值网络  /  “卡脖子”技术  /  杀手锏技术  /  半导体产业

The paradigm of enterprise technological innovation is undergoing a significant transition from a traditional "value chain" framework to a more complex, multi-stakeholder "value network". This transition is driven by the rise of global trade protectionism, accelerated by the urgency for domestic technological self-sufficiency, particularly in critical sectors like the semiconductor industry, where "chokepoint" technologies pose severe national security and economic stability risks. The semiconductor industry’s innovation ecosystem is shifting toward dense regional networks, demanding collaborative and non-linear approaches to value creation, contrasting sharply with the sequential and linear nature of the traditional value chain model. This paradigm shift exposes enterprises to new challenges, including cognitive limitations, technological uncertainty, high coordination costs, and capability obsolescence, which exacerbate the risk of falling into the "valleys of death" across the innovation lifecycle. These valleys manifest as critical breaks in the network nodes from basic research through application development to industrialization and scaling.

This study systematically investigates how enterprises can effectively navigate these challenges, focusing on the six distinct types of innovation valleys of death that emerge within this value network context. Adopting the "Awareness-Motivation-Capability" (AMC) perspective, which is highly suited for analyzing enterprise responses to external changes and strategic challenges, we conduct a multi-case study on eight semiconductor subsidiaries of the Changguang Group, an enterprise group integral to China's high-tech development. We track their archival records, patent portfolios, and financial data between 2014 and 2024 to provide robust longitudinal evidence.

Our empirical findings reveal two distinct strategic paths for overcoming innovation valleys, contingent on the type of core technology being pursued.

First, for "chokepoint" technologies (those significantly lagging behind international leaders and facing external restrictions), the most effective strategy follows the path of "social-expectation-based awareness—developing intrinsic motivation—cultivating core capabilities". Social expectation awareness, driven by comparison to industry benchmarks, compels the enterprise to adopt a differentiation strategy to break free from "chain"-based path dependency. Intrinsic motivation, rooted in a sense of mission and long-term commitment, facilitates continuous learning and the tacit knowledge accumulation necessary to overcome network monopolies and master crucial know-how. Finally, cultivating core capabilities allows the firm to achieve rapid product transformation, scale production efficiently, and realize sufficient network benefits, thereby securing the autonomous control and industrialization of critical core technologies.

Second, for "game-changer" technologies (asymmetric technologies originating from internal, primary innovation that are difficult to imitate), the successful approach is "self-expectation-based awareness—developing extrinsic motivation—cultivating dynamic capabilities". Self-expectation awareness, based on the enterprise’s past performance, provides a stable internal anchor for sustained investment in basic research, mitigating the risk of divergent goals among multiple stakeholders (such as government, research institutes, and market-driven firms). Extrinsic motivation, often triggered by external pressures (e.g., policy support, competitive attacks), facilitates the coordination of diverse actors and the infusion of external resources, thereby resolving the challenges of adoption network delays in the transition from application to product. Crucially, dynamic capabilities (sensing, seizing, and reconfiguring) enable the enterprise to quickly adapt to market changes, integrate resources, and reconstruct business models, effectively addressing diffusion network delays and ensuring the rapid dissemination of asymmetric technologies and successful business model innovation.

This study contributes to the literature on innovation management by extending the AMC framework into the context of innovation valleys of death in value networks and providing a differentiated strategic response mechanism for "chokepoint" and "game-changer" technologies. Practically, the findings offer vital guidance for enterprises in critical industries to proactively respond to paradigm shifts, successfully commercialize R&D outcomes, and enhance national competitiveness.

sixth generation of innovation paradigm  /  value network  /  bottleneck technologies  /  killer technologies  /  semiconductor industry
吴晓波, 马佳怡, 沈华杰. 范式变革下创新死亡谷的破解路径与机制. 科学学研究, 2026 , 44 (10) : 2170 -2184 .
Xiao-bo WU, Jia-yi MA, Hua-jie SHEN. Pathways and mechanisms for navigating the innovation valley of death amidst paradigm shift[J]. Studies in Science of Science, 2026 , 44 (10) : 2170 -2184 .
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当前,逆全球化趋势加剧,我国半导体产业在核心技术上遭遇“卡脖子”困境。党的二十大报告明确提出,要推动关键产业“自主可控”,确保重要产业链和供应链的安全稳定。半导体产业作为现代科技与经济的核心支柱,产业链高度复杂且全球化程度极高[1]。唯有掌握关键环节的自主可控能力,才能有效应对外部技术封锁和供应链断裂风险[2],保障国家安全与经济稳定。
与此同时,半导体产业中的创新过程不再局限于单一企业内部,而是通过企业间的合作共同推进技术创新、采纳与扩散,创造更大价值。这种紧密协作的创新生态促使企业的创新活动趋向网络化,反映出企业创新范式[3]正从基于“价值链”向基于“价值网络”转变。传统的价值链范式是一种线性模型,将企业的价值创造过程拆解为一系列独立活动。而价值网络模式则打破了这种线性框架,通过构建开放、灵活且多元的协同网络,实现价值的共创、共建、共享与共赢[4]。
随着创新范式从“链”向“网”演进,企业面临认知局限[5]、技术不确定性、合作不确定性与能力过时[6]等挑战,使其在创新网络中的各个关键环节——从基础研究到应用开发、再到产品化和规模化——更容易遭遇断点与错位,从而引发创新死亡谷现象[7]。因此,在理论层面,如何有效应对价值网络中的创新死亡谷仍然是一个尚未解答且具有重要意义的问题。
而在现实层面,尽管我国的论文数量和科研人员储备均居世界前列,大量创新成果仍难以跨越“死亡之谷”,未能有效转化为新质生产力,支撑经济高质量发展。创新死亡谷的存在不仅削弱了企业在关键技术领域的创新动机[8],还阻碍了企业的创新能力提升与组织学习模式构建,进一步加剧“卡脖子”问题[9]。与此同时,企业创新不应局限于弥补现有技术短板的跟随式追赶逻辑——即仅关注“卡脖子”技术突破,还应主动把握范式迭代的机会窗口,培育具有全球竞争力的“杀手锏”技术,实现超越追赶。
综上,本文旨在回答在创新范式由“链”向“网”转变的情景下,企业如何分别破解“卡脖子”与“杀手锏”技术的创新死亡谷难题。基于这两类技术从基础研究到应用开发、产品化再到规模化过程中可能出现的三种网络节点断裂类型,本文归纳出价值网络中的六种创新死亡谷现象,并借助“意识-动机-能力”理论视角,系统分析企业应对这六类创新死亡谷的路径与机制。为此,本文选取长光集团中的八家半导体公司进行案例分析,归纳出两个核心命题。随后,结合与三位半导体产业专家的深度访谈,本文进一步探讨在范式变革下应对创新死亡谷的具体措施。
1 理论回顾
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1.1 六代创新范式迭代
创新范式是指在一定时期内企业对于创新的理解和认识,以及采取的创新策略和方法所构成的基本模式[3]。创新范式的变迁是由社会、经济、科技等多种因素的变化和演化所决定的。根据Rothwell[10]提出的五代创新范式概念,本文将前五代范式的特征、情景、时间与要素总结在表1中。从一代的技术推动到五代的系统集成,创新范式逐步演进,第六代强调价值网络与多主体协同。从“链”到“网”的转型中,企业面临认知局限、技术不确定性、高协调成本及能力过时等挑战,更易遭遇创新死亡谷现象。
1.2 创新死亡谷
本文借鉴许庆瑞的四阶段模型[11],构建了以基础研究、应用开发、产品化和规模化为顺序的四阶段创新模型,来分析关键核心技术创新,并深入探讨各阶段可能出现的断点和应对策略。具体而言,在从基础研究到规模化推广的创新过程中,不同阶段之间常常存在断层,导致技术创新难以顺利转化为可商业化的产品或服务。其原因主要有以下几个方面:首先,基础研究和应用开发的目标导向和资金机制存在差异,导致基础研究成果难以转化为实际应用项目,形成“技术形成”断层;其次,从应用开发到产品化阶段,多元创新主体之间目标和资源分配的矛盾,以及对“关键秘诀”掌握的不足,导致“技术转化”的停滞;最后,即使产品成功研发,在市场推广和规模化阶段,商业模式、市场导入和产业链配套等因素也可能制约技术的广泛应用,形成“技术推广”的瓶颈。这些断层构成了所谓的“创新死亡谷”,即技术在不同阶段转化过程中面临的巨大障碍和失败风险。
在此基础上,最近研究进一步指出两类技术中可能存在不同的创新死亡谷[7]。其中“杀手锏”技术是指那些不依赖于外部创新源,难以被其他主体模仿和超越的“非对称性技术”,它源于内源式创新链的“一次创新”,并在国际竞争中具有战略威慑作用;而“卡脖子”技术是指与国际领先水平存在显著差距、依赖外部创新源,难以在短期内实现赶超的高科技领域。两类关键核心技术在不同阶段面临不同的“死亡之谷”挑战。本研究将创新死亡谷视为创新过程中不同网络节点之间的断裂,这些断裂不仅是技术层面的障碍,更是创新主体之间目标、资源和能力不匹配在价值网络中的具象体现。
1.3 应对外部变革:意识-动机-能力框架
意识-动机-能力(Awareness-Motivation-Capability, AMC)视角源自动态竞争研究,用于分析企业决策如何应对外部变化,例如技术迭代[12]、竞争者行为[13]、市场变化等[14]。其核心理念指出,企业的应对外部变化所采取的行为取决于三个关键因素:意识、动机和能力。意识指企业对外界变化——例如本文中从“链”到“网”的创新范式转变——的认知程度,帮助其避免路径依赖或惯性思维;动机反映企业对未来行为的驱动力,受潜在经济效益、资源约束及沉没成本等因素影响[15];能力则决定了企业是否具备执行特定行动的知识和技术基础[16]。“意识-动机-能力”视角强调这三种因素的连贯性,即企业在面对外部变革时既应保持敏锐感知,又需基于自身动机和能力采取的战略行为,提高适应性与竞争优势。这与本研究将技术创新视为“基础研究-应用开发-产品化-规模化”的一个连贯过程的产物,且这些过程中可能出现的断点环节形成创新死亡谷的底层假设一致。因此,将“意识-动机-能力”视角应用至企业处理创新死亡谷的系统性分析是合适的。
2 案例描述与数据收集
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2.1 案例描述设计
鉴于本文的研究问题,我们选取了嵌入式纵向案例的研究方法。这种方法有以下优势:
(1)解释性特征:本文的研究问题属于“怎么样”和“为什么”类型的研究问题,而案例研究则非常适合解决此类问题[17]。
(2)因果证据链:纵向案例设计在因果证据链的构建过程中,是参照实现序列进行的,有利于清晰呈现特定情境下的发展过程,从而提高研究的内部效度[18]。
(3)逻辑复制:嵌入式案例设计使得本文可以基于逻辑复制分析多个研究单元,更好地识别因果关系及匹配关系,降低其他情景因素干扰,提高研究效度[19]。
2.2 案例选择
本研究基于理论抽样[17]选择长光集团作为研究对象,该企业集团由中国科学院院长春光机所孵化、控股,业务领域涵盖半导体产业大部分细分市场,其子公司之间通过研发协作、合作设计等形成复杂的价值网络,涌现了大量“卡脖子”技术与杀手锏技术,契合本文的研究主题。具体来说,本文选择长光集团中的八家半导体子公司作为案例企业单元,遵循以下标准:
(1)典型性原则[17],本文选择的8家企业均是半导体产业中创新绩效优异的代表性企业,其中有7家被认定为专精特新企业。同时,案例企业都处于从“链”到“网”的范式变革期(2010年至今),抓住这一变化的窗口期获得了独特的竞争优势,具有良好的成长性。此外,集团内部子公司之间的研发合作、产品化和生产协作网络为后续对价值网络中创新死亡谷的分析提供了坚实基础。
(2)极化原则,单元企业具有不同的发展历程和专利技术领域,尽管这些子公司同属一个集团,但它们在具体业务领域、技术方向、市场定位和发展阶段上存在显著差异,例如企业A专注于CMOS图像传感器设计,企业H专注于航空/航天相机相关产品,企业B则侧重于激光器等。这种差异性使得研究结果能够反映不同细分领域中应对创新挑战的普遍规律。同时,作为同一集团的子公司,它们在宏观政策、部分资源配置和内部协同机制上具有共通性,这有助于控制外部变化。
本文中八个案例单元的基本信息如表2所示,由于半导体产业相关产品、专利涉及国家安全,经访谈对象要求,本文对案例企业进行匿名化处理。
2.3 数据收集与三角验证
案例研究因其使用的数据和主观性解释形式的不同而受到批判[29]。为了减少这种偏差的影响,本研究采用不同来源的数据进行三角分析和匹配,以更完整和客观地描述各个现象和分析主题[30]。另外,此次研究中还引入专家访谈、文献研究等方法,以提升研究结论的可信度。本文的数据源自案例企业管理层和技术团队的半结构化访谈(详见表2、表3)与档案材料。
2.4 数据分析
本文的数据分析分为单元内及单元间两个阶段。在第一阶段中,8位独立的研究者对8个企业进行了单元内分析。他们基于六代创新范式迭代、价值链与价值网络与“意识-动机-能力”视角等文献,并根据所收集的原始数据,采用统一的编码方案进行背靠背编码。
在第二阶段,通过对单元企业进行单元间比较分析,8名独立的研究者通过讨论找出其中的相似性和差异性。对于存在冲突的观点,引入二手资料,然后通过逻辑和图表的复制对案例数据及各种理论展开对比,提炼理论框架,进行理论对话,最终实现理论饱和。
3 案例分析与命题归纳
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基于编码结果与近期研究发现[7],本文对价值网络中的创新死亡谷现象进行分类:基于2类技术在基础研究到应用开发、到产品化、再到规模化的3种网络节点断裂类型,即2*3共计6种创新死亡谷现象,在下表中给出。
3.1 断点类型I:基础研究到应用开发的网络节点断裂
组织在有限的信息和注意力约束下,依据已有信息形成预期作为决策基础,此预期代表组织可接受的最低水平和发展方向[20],与同业绩效比较形成的预期即社会期望水平[21]。长光集团下属企业均表现出以国际领先水平为标杆、追求超越的社会期望意识。这种“向上看”的意识驱动企业采取差异化战略,而非单纯模仿先发者,从而在细分领域形成竞争优势,积累资源和能力,为克服路径依赖提供途径。例如,企业A在CMOS图像传感器领域,明确提出与索尼CMOS芯片的差异化竞争策略,通过在特定利基市场建立优势来规避与巨头在主流市场上的直接路径依赖。而企业G则表现出更为直接的超越意图。其某室主任M在访谈中明确表示,公司“主要竞争对手都是国外的竞争对手……从公司层面是以超越为主”(A1-2-3)。该公司申请的CN119038115 A、CN115031633A等专利,均以国际领先水平为标杆,反映了企业G在面对“卡脖子”难题时,选择直接挑战行业标杆,通过持续的研发投入来突破研发难关。
“卡脖子”技术指的是在特定时期内与国际前沿水平存在显著落差、依赖外部创新源头,且难以在短期内实现赶超的高新技术[7]。这类技术一旦被制裁,技术需求方将难以在短期内实现技术突破,关乎一国经济安全和经济体系自主可控[9]。以光刻机为例,90nm以下难购(K1-1-2),65nm芯片依赖国外代工,暴露国内晶圆代工能力不足,限制自主研发。因此,“链”式路径依赖不仅加剧了“卡脖子”技术的突破难度,也使得企业在关键技术自主创新中难以摆脱对既有惯性的依赖,从而进一步延长了追赶国际前沿的时间成本。
当组织绩效低于其他组织时,社会比较使企业更倾向通过差异化战略提升绩效[22]。在面临后发“冷启动”挑战时,社会期望驱动企业设定更高目标。而聚焦特定细分市场,企业更容易建立优势地位,积累资源和能力。与此同时,追赶乃至超越行业标杆需要持续的研发投入。社会期望使企业愿意投入更多资源,承担高难度、长周期的攻关项目,为突破“卡脖子”难题奠定物质基础。因此,在基础研究到应用开发过程中,企业可以借助社会期望意识打破组织惯性。
自我期望是指企业基于自身过去的绩效目标来设定未来绩效目标的期望[20]。例如,企业A专注于背照式CMOS图像传感器晶圆加工,具备90~350nm工艺制程能力,350nm光刻机达国际领先水平(A2-1)。面临设备采购和90nm光刻机供应受限,企业A通过技术引进和二次创新提升工艺,减少对进口依赖,扩大高端市场份额(A2-2)。企业D围绕编码器这一核心产品不断开发多种不同类型专利,形成产品系列,并促进规模化销售的实践,体现了其基于自身核心能力和既有成就来持续投入和拓展的自我期望。
“杀手锏”技术,即难以被模仿和超越的“非对称性技术”,是内源式创新的“一次创新”成果[7],对技术主体竞争优势至关重要。但即使如此,也面临跨越“死亡之谷”挑战,如企业F“02专项”研制90nm光刻机取得成果后未能量产(S1-1),反映出国家、科研机构和企业目标差异。科研成果与市场需求脱节,资源支持缺乏连续性,“杀手锏”技术难以跨越研发到产业化鸿沟,落入“死亡之谷”。
基础研究往往需要稳定且持续的资源投入环境,而自我期望意识作为内部稳定机制,增强企业抵御外部不确定性能力。一方面,自我期望水平增强企业内部的承诺[23],引导企业长期投入基础研究。另一方面,在内生性推动下,企业逐步克服多元主体目标分歧带来的协同障碍,确保重大科研项目长期稳健推进。因此,在基础研究到应用开发过程中,企业可以通过自我期望意识来解决多元主体目标分歧。
这8家单元企业通过研发合作、产品化合作和生产合作等多种形式(见图2),共同构建了复杂的价值网络,以应对半导体产业的“创新死亡谷”挑战。企业F在研发合作网络中占据核心地位,与企业A、B、C、D均有研发合作。例如,企业C与F的研发合作聚焦于微电子加工设备,直接服务于光刻机制造的精密需求;企业D与F的合作则涉及光栅编码器等精密测量技术,对光刻机的定位精度至关重要。这种多点研发合作体现企业F在攻克“卡脖子”技术(如光刻机)时,对集团内部各专业领域技术协同的强烈需求。而企业H在研发合作中也扮演了重要角色,作为光学技术领域的专家,其研发能力为集团内多个子公司的创新提供了基础支持,例如图像传感器的光学系统优化、先进显示光学技术等。这些内部协同网络,突破了传统线性价值链中各环节的孤立性,实现了知识、技术和资源的共享,从而有效应对了基础研究向应用开发转化过程中的节点断裂,推动了从“链”到“网”的创新范式转变。
3.2 断点类型II:应用开发到产品化的网络节点断裂
内在动机源于心理学,是指个体从事活动是因为活动本身有趣、愉悦或具有挑战性,满足了自身的好奇心、胜任感和自主性等心理需求[24]。组织层面内在动机指驱动企业行为的内在因素,基于自身目标和价值观产生的竞争动机(M1)。例如企业A完成晶圆加工关键环节而外包非核心环节(M1-1-1),优化生产流程和资源配置。“国产的是有限的,也是把所有的国外的团队聘回来之后才做的这一台机器”(M1-2-1) 体现企业有强烈的动机去寻找解决方案以克服设备和材料供应上的限制。此外,企业F某部总经理L提到的“建立一个中国的高端光学平台”(M1-3-1),体现其致力于打造高端光学平台的愿景,以及团队使命感和奉献精神。
“卡脖子”技术从应用开发到产品化,外源式创新体系下关键技术秘诀(Know-How)积累不足,创新网络节点断裂,面临网络垄断挑战。企业F光刻机曝光光学系统研发团队经验不足,依靠试错探索(K2-1-1),反映了创新网络中“经验积累”节点的缺失。企业A引进技术未获核心秘诀,发展受限(K2-1-2),表明在“技术引进吸收”这一网络节点上存在断裂。此外,光刻机研发过程中“重工程、轻科学”的现象(K2-2-1),凸显了国内企业在精密加工、检测等工艺隐性知识上的不足,即“隐性知识转化”节点的断裂。这些断裂的节点使得企业难以将技术成果转化为可量产的产品,缺乏持续竞争优势,最终难以跨越技术转化的“死亡之谷”。
缺乏关键技术秘诀尤其是隐性知识,导致企业难以获得持续竞争优势。然而,内在动机可以帮助企业弥合断裂的网络节点,最终打破网络垄断。内在动机驱动企业持续学习和创新,逐步积累构成“关键秘诀”的隐性知识和技术诀窍[25]。例如,企业A在引进技术基础上二次创新,企业F自主研发90nm光刻机曝光光学系统(M1-2-2),体现掌握核心技术内在动机,弥合“技术引进吸收”和“隐性知识转化”断裂节点。
外在动机指个体从事活动是为获得外部奖励或避免惩罚。组织层面外在动机指驱动企业行为的外在因素,通常与企业生存发展相关,受外部环境和竞争对手影响而产生。政府政策法规可影响企业竞争动机,如企业C享受政策支持和引导(M2-1-1),激发其研发投入和创新动力。竞争对手攻击会引发企业防御或反击动机,如企业A应对贸易战影响,寻找替代供应商保证原材料稳定(M2-2-1)。“杀手锏”技术从应用开发到产品化,网络节点断裂引发采纳网络延迟,成为关键挑战。延迟表现为原有网络节点中的采纳者(如晶圆代工厂)存在多重替代选择,缺乏承接新技术扩散动机。深层矛盾源于双重结构性障碍:其一,基础研究的探索性目标与应用开发的商业化诉求冲突,如长光多家子公司聚焦背照式CMOS芯片等细分领域(S2-1-1),与构建自主可控半导体产业链战略目标错位;其二,产业链关键节点间缺乏风险共担机制,如中芯国际等代工厂因工艺调整成本阈值限制,更倾向承接规模化订单,导致企业A陷入“小批量订单—工艺适配成本高—国内代工排斥”的恶性循环(S2-2-1)。
“杀手锏”技术从应用开发到产品化常面临网络节点断裂,导致采纳网络延迟,阻碍新技术扩散。然而,外在动机可以引入新的资源[9],促使多元主体协调目标,弥合网络断裂。例如,企业F承担国家重大专项(M2-1-2),自主研发90nm光刻机曝光光学系统,表明国家战略引导有效协调企业目标,推动关键技术突破。此外,外部竞争压力也能“逼迫”企业合作[26],例如企业A与企业D合作开发CMOS图像传感器(M2-2-2)。这种合作是应对外部市场挑战的直接结果,通过共同努力促进产业链协同,加速新技术扩散。
在产品化合作网络中(见图2),企业E表现出极强的中心性,与A、B、C、D、F均有产品化合作。这表明E作为集团内部重要的集成平台,将其余子公司的技术或组件(如企业A的图像传感器、企业F的精密光学部件)整合到其COB显示或LED照明产品中,加速了集团内部技术的商业化进程。这种广泛的产品化合作,使得企业E能够将分散的技术成果转化为市场化的产品,有效克服了“杀手锏”技术在产品化阶段的采纳网络延迟。而E与A的产品化合作,意味着A的CMOS图像传感器被集成到E的显示解决方案中,共同提升产品性能。而E与F产品化合作,F的精密光学技术被应用于E的高端显示产品,提升显示效果。价值网络中多主体协同、资源整合的优势,超越了传统线性链条的限制,加速了技术从应用开发到产品化的转化。
3.3 断点类型III:产品化到规模化的网络节点断裂
核心能力指一个组织能够比竞争对手做得更好、并且能够创造顾客价值并难以被模仿的关键能力[27],它是一个企业能够长期保持竞争优势的源泉。企业A拥有“背照式CMOS芯片加工”能力,具备“叠层、打磨、抛光工艺”和350nm光刻机(C2-1-1)。企业G产品获省部级奖项(C2-1-2),性能达国际先进水平。企业H拥有众多光学仪器专利(C2-2-1),体现专业能力和技术深度。
产品化到规模化过程中,市场存在成熟产品和技术,下游客户倾向于选择经过市场验证的方案,如企业A的晶圆代工依赖境外厂商,国内代工厂如中芯国际因小订单量和高昂的工艺调整成本缺乏承接动力(K3-1)。这种市场偏好加剧了后来者的规模化难度。同时,消费级芯片市场被索尼等巨头垄断,后发者如企业A定位于小的利基市场,难以与巨头竞争,产能也远不足以进入消费级市场(K3-2)。半导体行业马太效应明显,后发者在主流市场缺乏经济效益动机,只能在利基市场寻求生存空间。
长光集团强大的核心能力促进网络效益的实现。核心能力通常伴随着高效的生产流程和先进的技术设备,提高生产效率和资源利用率,从而实现规模化生产[28]。其次,通过核心能力,企业能够实现技术上的持续创新,开发出差异化、具备独特竞争优势的产品,从而在规模化过程中保持高效生产、控制成本、提升品牌影响力,最终在激烈的市场竞争中保持领先地位[29]。例如企业F作为“国家科技重大专项02专项”支持的唯一高端光学技术研发单位,承担NA0.82、NA1.35等多种类型高端IC制造投影光刻机曝光光学系统的技术研发及产业化推进工作,体现通过核心能力实现技术上的持续创新。此外,通过核心能力,企业能够快速响应客户反馈,围绕其核心产品进行优化设计,提高产品质量和客户满意度。例如企业D围绕编码器这一核心产品形成了产品系列,促进规模化销售,进一步增强了网络效益。因此,在“卡脖子”技术从产品化到规模化的过程中,长光强大的核心能力有助实现网络效益。
动态能力指的是企业识别和评估市场机会,并相应地整合、构建和重新配置内部和外部资源的能力,以应对快速变化的环境,包括感知和把握市场变化的能力(Sensing)(C1-1)、抓住新机会并进行资源整合的能力(Seizing)(C1-2)以及重构和重新配置资源以适应新环境的能力(Reconfiguring)(C1-3)。企业H专利从基础应用拓展到复杂场景,根据市场变化重配内外部资源,提高系统集成和智能化控制技术实力(C1-3-1)。
在“杀手锏”技术从产品化到规模化的过程中,长光集团面临着显著的扩散网络延迟挑战,其核心问题在于网络合作者存在大量机会主义行为,显著降低商业模式创新的成功概率。一方面,长光更多专注于现有技术的改进和应用,缺乏对未来市场和技术发展趋势的前瞻性预判,也未能建立支持颠覆性技术推广的创新商业模式(S3-1)。另一方面,尽管“杀手锏”技术处于创新链的上游,是内源式创新链中“一次创新”的成果,其新产品的市场适应空间和发展路径常常缺乏明确性。访谈中多次提到“需求错位”战略,例如企业G提供定制化服务(S3-2),更多是在特定细分市场中寻求生存和发展的权宜之计,而非真正突破市场边界的创新路径。由于网络合作者在利益驱动下倾向于机会主义行为,协作网络稳定性和信任度不足,“杀手锏”技术难以有效推广和规模化扩散,商业模式创新(例如闭环产业链)的成功率降低。
动态能力使企业能够准确把握市场脉动,有效应对网络合作者的机会主义行为。企业资源整合能力能够有效协调网络合作者,将创新构想转化为可行的商业模式[30]。通过敏锐捕捉市场机遇、迅速调整资源配置,企业不仅能够解决扩散网络中的延迟问题,还能有效抵御网络各节点机会主义负面影响,提高商业模式创新的成功率。如企业H将专利技术从基础制造拓展到机场设备、空间相机等更复杂系统集成领域,通过重构内外部资源与不断升级技术实力,在大规模合作网络中快速响应市场变化,推动商业模式持续优化升级。
企业A与企业D共同开发CMOS图像传感器直接体现了集团内部在关键组件生产上的协同,有助于应对晶圆代工依赖境外厂商的挑战。C与B、D之间也存在生产合作,在微电子加工设备领域为集团内多家企业提供生产支持,形成了集团内部的微电子制造和组件供应网络。这些合作关系表明,长光集团通过其集中所有权结构,促进了子公司之间的多层次协同,从基础研发到产品化和生产,形成了一个内部的价值网络。这种网络化协同有助于各子公司在各自的专业领域内克服创新死亡谷,并共同推动集团在半导体产业中的整体竞争力。这种网络化的协作模式,显著区别于传统的线性链式结构,它强调多主体之间的互动、资源共享和共同价值创造,从而有效弥合了产品化到规模化过程中的网络节点断裂。
4 理论与命题
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4.1 理论框架
本研究阐明了从传统线性“链”到多主体、多层次“网络”的范式转变,将传统的线性创新链扩展为网络化的创新与扩散过程。在创新网络中,焦点企业不再是单向推动技术演进,而是积极联结上下游合作方,形成由“创新网络”“采纳网络”和“扩散网络”交织而成的价值网络。本文识别了创新过程中的三个关键断点:从基础研究到应用开发(断点类型I)、从应用开发到产品化(断点类型II)和从产品化到规模化(断点类型III)。
对于断点类型I,核心挑战包括“链”式路径依赖和多元主体目标分歧。后发企业由于缺乏先发优势,难以获得早期市场认可和资源支持。此时,社会期望意识通过施加比较压力推动企业超越行业标杆,打破组织惯性;自我期望意识则提供稳定的内在基准,支撑企业抵御波动、坚持基础研究。在这一阶段,意识是克服创新死亡谷的首要条件,因为它决定了企业对技术趋势和自身定位的认知,进而影响其后续的战略选择和资源投入。
断点类型II的特征是隐性知识与工程实践技巧难以转移,企业面临网络垄断以及采纳网络延迟。一方面,依靠对技术领先的追求、使命感与长期主义,企业逐步攻克技术秘诀;另一方面,政策与竞争压力推动其整合上下游资源,协同多方加速技术转化。在这一阶段,动机成为克服创新死亡谷的关键驱动力,它促使企业主动寻求技术突破和商业化路径,克服内部和外部的阻力,实现从技术到产品的跨越。
断点类型III涉及规模化生产能力不足和扩散网络延迟挑战。企业需凭借核心能力实现快速产品转化与规模生产,并借助动态能力敏锐捕捉市场机会、整合资源、重构商业模式,以应对路径依赖与扩散延迟。能力在此阶段起决定性作用,它将创新转化为市场价值与可持续性,是执行与协同的关键。
从基础研究到应用开发(断点I)、从应用开发到产品化(断点II)、再到从产品化到规模化(断点III),企业需要依靠“期望意识-动机-能力”三重驱动,以克服后发劣势,完成从“链”到“网”的范式转变,实现技术与商业创新的正向循环。通过与网络合作者在创新联合体平台中的协同与信息共享,不断强化核心竞争力和动态应变能力,最终在价值网络当中实现规模化的经济效益与技术突破。综上所述,本文给出:
命题1:对于“卡脖子”技术,遵循“基于社会期望意识-开发内在动机-培育核心能力”的路径,能够有效破解从基础研究到规模化过程中的“链”式路径依赖、网络垄断和网络效益不足等难题,有力推进关键核心技术的自主可控和产业化。
命题2:对于“杀手锏”技术,遵循“基于自我期望意识-开发外在动机-培育动态能力”的路径,能够有效破解从基础研究到规模化过程中的多元主体目标分歧、采纳网络延迟和扩散网络延迟等难题,有力推进非对称性技术的快速扩散和商业模式创新。
4.2 创新产出
在基于案例分析归纳出理论机制后,本文进一步探究这些单元企业是否在采用对应路径后实现了技术创新。我们统计了案例单元企业的发明专利获批数量,在图6给出。可以看出,从2014年到2024年,各子公司每年都有专利申请和获批,各企业的技术创新水平总体上处于上升趋势。
本文进一步探究了单元企业的“杀手锏”和“卡脖子”技术专利的获批趋势。两名独立研究者阅读了案例企业的所有专利描述,并根据两类技术的定义选择符合描述的技术专利,随后对不一致的专利归类进行讨论,咨询行业专家,确保分类的可信度。其中部分技术专利分类在图7中给出。
案例单元企业的“杀手锏”技术专利和“卡脖子”技术专利的累积获批量在图8中给出,可以看出,各企业的两类专利总体上呈稳定上升趋势,其中企业E和企业H在两类专利上均表现出色,企业E以超过100件的杀手锏技术专利数量位居首位,企业H累计获得了约90件“卡脖子”技术专利,表明其在关键技术研发方面具有显著优势。
5 总结与展望
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在国际竞争与科技革命日益激烈的背景下,后发企业在“从链到网”的范式变革中面临严峻挑战,尤其在发达国家科技竞争加剧、“卡脖子”问题突出的环境中,需依靠多维度机制突破关键断点。基于本文归纳的两个核心命题,本文给出以下启示:
首先,应构建多主体协同的创新联合体与信息共享平台,汇聚高校、科研机构与产业伙伴,形成使命与利益共同体,以弥补后发企业在研发与资源上的短板,加速技术从实验室走向市场。其次,外部政策与内部动力需共同作用,专项支持(如专精特新)帮助企业快速弥补技术差距,形成差异化优势;内外动机共同激励企业增强核心与动态能力,突破路径依赖,把握新兴机遇。再次,规模化与商业模式创新需系统性的国家创新体系支撑。通过“七位一体”的价值网络,整合用户、金融、政府等多方资源,以应用场景和资金风控推动技术产业化,实现政产学研金介用一体化。最后,后发企业需要在意识、动机和能力三个层面动态耦合,依托中国独特的制度与产业基础,将外部范式变革的机遇转化为内生动力,协同国家重大需求与自身能力建设,补齐“卡脖子”短板。在此基础上,企业应积极开拓新兴国际市场,面向东盟等邻近技术洼地,输出我国具有核心竞争力的“杀手锏”技术标准;通过以东盟等新兴市场为战略支点,逐步构建我国企业在亚太地区乃至全球范围的技术话语权,最终实现对欧美国家先发企业的超越追赶。
基金
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  • 国家自然科学基金面上项目(72172140)
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2026年第44卷第10期
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  • 接收时间：2025-08-08
  • 首发时间：2026-10-10
  • 出版时间：2026-10-15
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  • 收稿日期：2025-08-08
  • 修回日期：2025-11-21
基金
国家自然科学基金面上项目(72172140)
作者信息
    1 浙江大学管理学院, 浙江杭州 310058
    2 广西大学工商管理学院, 广西南宁 530004

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沈华杰(1996-),男,助理教授,E-mail:。
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