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From imitation to creation: the critical yet uncertain transition for Chinese firms

From imitation to creation: the critical yet uncertain transition for Chinese firms Purpose – This paper aims to consolidate prior research from policy and management domains to identify stages in China's technological learning within the imitation paradigm during 1949‐2001, focusing on changes in the government's strategic priorities and policies and the nature, mode and sources of technological learning, then to contrast the firm and institutional features that have emerged under the imitation paradigm with those defining the emerging creation paradigm. The analysis leads to clear implications for both policy and management for the Chinese firms to make this transition and compete in higher value‐added global industries. Design/methodology/approach – An overview and conceptual paper based on observations and literature review. Findings – This paper derives a parsimonious set of four dimensions to demarcate five stages in the evolution of China's technological learning: the government's strategic priority, nature of technology, the mode and the source of learning. It identifies six factors acting as significant impediments to Chinese firms' transition from imitation to creation. Originality/value – In the first place, this paper provides managerial implications which are of great interest to Chinese practicing managers to manage their firms' transition from imitation to creation; second, the policy imperatives highlighted by this paper will help Chinese policymakers to design appropriate incentive mechanisms to enable Chinese firms to build up their competitiveness within the creation paradigm and thereby become global competitors. Meanwhile, this paper provides a systematic analysis on the evolution of China's technology development. This five stage‐based framework will help practicing managers in China understand whether, which and when Chinese firms can make the transition necessary to compete based on the creation of proprietary resources and capabilities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Technology Management in China Emerald Publishing

From imitation to creation: the critical yet uncertain transition for Chinese firms

Journal of Technology Management in China , Volume 1 (3): 14 – Sep 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
1746-8779
DOI
10.1108/17468770610704912
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to consolidate prior research from policy and management domains to identify stages in China's technological learning within the imitation paradigm during 1949‐2001, focusing on changes in the government's strategic priorities and policies and the nature, mode and sources of technological learning, then to contrast the firm and institutional features that have emerged under the imitation paradigm with those defining the emerging creation paradigm. The analysis leads to clear implications for both policy and management for the Chinese firms to make this transition and compete in higher value‐added global industries. Design/methodology/approach – An overview and conceptual paper based on observations and literature review. Findings – This paper derives a parsimonious set of four dimensions to demarcate five stages in the evolution of China's technological learning: the government's strategic priority, nature of technology, the mode and the source of learning. It identifies six factors acting as significant impediments to Chinese firms' transition from imitation to creation. Originality/value – In the first place, this paper provides managerial implications which are of great interest to Chinese practicing managers to manage their firms' transition from imitation to creation; second, the policy imperatives highlighted by this paper will help Chinese policymakers to design appropriate incentive mechanisms to enable Chinese firms to build up their competitiveness within the creation paradigm and thereby become global competitors. Meanwhile, this paper provides a systematic analysis on the evolution of China's technology development. This five stage‐based framework will help practicing managers in China understand whether, which and when Chinese firms can make the transition necessary to compete based on the creation of proprietary resources and capabilities.

Journal

Journal of Technology Management in ChinaEmerald Publishing

Published: Sep 1, 2006

Keywords: China; Innovation; Technology led strategy

References