Jingjiang Liu

Technological learning and firm-level technological capability building: analytical framework and evidence from Chinese manufacturing firms

Technological learning plays a crucial role in the development of a firms technological capability in late-industrialising countries. Based on the comprehensive case studies of five, large Chinese technology-based manufacturing firms, this paper explores three complementary, interdependent and dynamic patterns of firm-level technological capability building: (i) the import of technology, (ii) co-innovation, and (iii) in-house R&D. This paper seeks to further an analytical framework for linking technological learning strategy to patterns of technological capability building, and this paper also aims to present an in-depth case analysis to apply such framework. The framework consists of three core elements (i.e., gap analysis of technological capability, formulation of technological learning strategy and patterns of technological capability building) and four supporting elements (strategy, organisation, exogenous environment and firms performance). The results show that these patterns are complementary, interdependent, dynamic and co-evolving for firms in late-industrialising countries to build extensive technological capability, improve technological learning performance and rapidly respond to a hyper-competitive networked environment.

Driving forces and organisational configurations of international R&D: the case of technology-intensive Chinese multinationals

International R&D by multinational corporations (MNCs) from developing countries is on the increase. Some technology-intensive Chinese MNCs, which are playing an increasingly significant role in carrying out Chinese innovation strategies, have recently established global R&D networks. Based on the evidence from two technology-intensive Chinese MNCs in the telecommunications equipment industry, this paper focuses specifically on exploring the driving forces and organisational configurations of international R&D in these MNCs. Our findings and results show, firstly, that establishing home-base-augmenting/strategic R&D sites in developed and other developing countries is the predominant driving force behind R&D internationalisation in these Chinese MNCs. Secondly, in terms of the dispersion of R&D activities and the degree of cooperation between individual R&D units, each of these MNCs has successively gone through different organisational configurations of international R&D at its three strategic stages: ethnocentric centralised R&D, geocentric centralised R&D, and R&D hub model.

Business model of technology-based new ventures a case study of Hangzhou Youheng Network Technology

The business model is a key decision for technology-based new firm to survive, grow and thrive in ever increasing competitive market, as well as fit for the future. This paper adopts the case study methodology to explore the business model of Youheng Network Technology. The firm is a leading technology-based voice of internet phone operator in China. We discover four main pillars of its business model, which are product innovation, infrastructure management, customer relationship and financial aspects. This paper also embodies the possibility to develop a practical business model for Chinas technology-based new ventures and fosters understanding of business models application in China.

Business Model of Technology-Based New Firms - A Case Study of Lianlian Technology

It is absolutely vital for technology-based new firms to develop effective business model in order to survive, grow and thrive in ever increasing competitive market. This paper adopts case study methodology and explores entrepreneurial process and business model of technology-based new firms, taking Lianlian Technology as a case. Lianlian Technology is a technology-leading wireless electronic commerce service provider in China. The main findings and results show that: (1) The business model of Lianlian Technology has undergone a sustainable process of incremental innovation during its whole entrepreneurial process. (2) Its business model has four pillars: product or service innovation, infrastructure management, customer relationship, and financial aspects. (3) The characteristics of business model are different at its different entrepreneurial stages. The strategic alliance, distribution channel, and personalized development play a crucial role in building up a unique business model in Lianlian Technology.

Dynamic capabilities-based strategy innovation: a theoretical framework and empirical studies in Chinese firms

Based on investigations of 112 Chinese firms and studies on foreign leading corporations, a theoretical framework of dynamic capabilities-based strategy innovation (SI) is put forward. Several large firms in China winning through SI were studied empirically. This paper complements previous publications on the theories of innovation and strategy. This work’ s findings will be useful for managers interested in our approach, which highlights the importance of SI and focuses on and points out the major pitfalls in the innovation processes. Implementing the dynamic capabilities-based strategy innovation can effectively cultivate and develop core competences of corporations. It is concluded that implementing SI is the only path for Chinese enterprise growth in the intensified competition in the knowledge economy.