复杂产品后发企业技术能力快速跃迁机制研究

——以铁建重工为例

曾德麟¹　蒋丽球¹　欧阳桃花²　郑舒文³

（1.北京交通大学；2.北京航空航天大学；3.中国民航管理干部学院）

内容提要：复杂产品后发企业实现技术能力的快速跃迁是国家加速实现高水平科技自立自强的关键。本文围绕中国铁建重工集团股份有限公司突破盾构机关键核心技术的实践，通过探索性纵向单案例研究方法，探讨后发企业如何通过搭建合适的创新网络和开展相应的组织学习以促进技术能力快速跃迁。研究结果显示，复杂产品后发企业的技术能力跃迁伴随着关键核心技术突破，经历了跟随追赶阶段、跨越发展阶段和稳步领先阶段三个阶段。在三个阶段中，后发企业依次在“获得合法性-增强差异化-占据生态位”驱动因素的作用下，构建不同的创新网络模式即“依附互补式-边界融合式-交联渗透式”，并采取了相应的组织学习类型即“吸收利用式-转型组合式-协调探索式”。二者在匹配演进中推动后发企业逐步实现“集成能力积累-开发能力进阶-衍生能力跃迁”。本文的研究结论不仅拓展了创新网络与组织学习的理论边界，还对中国复杂产品后发企业实现技术能力的快速跃迁具有重要的启示意义。

关键词：能力跃迁；技术能力；复杂产品；后发企业；案例研究

作者简介：曾德麟，北京交通大学经济管理学院副教授，北京，100044；蒋丽球，北京交通大学经济管理学院硕士研究生；欧阳桃花，北京航空航天大学经济管理学院教授，通信作者，北京，100083；郑舒文，中国民航管理干部学院讲师，北京，100102。

基金项目：国家社会科学基金一般项目“复杂产品市场中后发企业超越追赶的最优区分模式研究”（24BGL035）

引用格式：曾德麟,蒋丽球,欧阳桃花,等.复杂产品后发企业技术能力快速跃迁机制研究——以铁建重工为例[J].经济与管理研究,2025,46(8):113-129.

Rapid Technological Leapfrogging Mechanism of Latecomer Firms in Complex Product Systems

—A Case Study of CRCHI

ZENG Delin¹, JIANG Liqiu¹, OUYANG Taohua², ZHENG Shuwen³

(1. Beijing Jiaotong University, Beijing 100044;

2. Beihang University, Beijing 100083;

3. Civil Aviation Management Institute of China, Beijing 100102)

Abstract: Rapid technological leapfrogging by latecomer firms in complex product systems is a key to China’s accelerated achievement of greater self-reliance and strength in science and technology. This paper uses an exploratory longitudinal single-case study method, drawing on the practices of China Railway Construction Heavy Industry Co., Ltd. (CRCHI) in breaking through the key core technologies of shield machines. It explores how latecomer firms can promote rapid technological leapfrogging by establishing appropriate innovation networks and engaging in corresponding organizational learning.

The findings reveal that rapid technological leapfrogging by latecomer firms in complex product systems, accompanied by the breakthrough of key core technologies, goes through three stages: following and catching up, leapfrogging development, and steady leadership. In these stages, driven by the factors of “gaining legitimacy-enhancing differentiation-occupying ecological niches”, latecomer firms successively build different innovation network models and adopt corresponding organizational learning types. The matching evolution of the two promotes latecomer firms to gradually achieve “accumulation of integration capabilities-advancement of development capabilities-leap of derivative capabilities”. Specifically, during the stage of following and catching up, firms construct a dependent complementary innovation network and engage in both absorptive and exploitative learning. In the stage of leapfrogging development, firms build a boundary integration innovation network and adopt transformative and combinatorial learning. In the stage of steady leadership, firms foster an interpenetration-type innovation network and engage in coordinated and exploratory learning.

This paper not only expands the theoretical boundaries of innovation networks and organizational learning but also makes contributions in two key aspects. First, it analyzes the internal mechanisms of rapid technological leapfrogging, enriching the existing explanatory framework. Second, it reveals the cross-stage co-evolution logic between innovation networks and organizational learning, deepening the understanding of their mutual alignment and interaction across capability development stages. Practically, this paper suggests that latecomer firms in complex product systems should adopt an independent innovation strategy, actively identify market opportunities, and continually promote technological breakthroughs. They should dynamically adjust their innovation network configurations and organizational learning strategies in response to shifting competitive environments and evolving internal and external demands. Meanwhile, the government should provide supportive policies and institutional mechanisms through early-stage project facilitation and technological foresight planning, create a favorable innovation ecosystem, and encourage collaborative innovation involving firms, universities, research institutes, and end-users to collectively drive high-quality technological progress.

Keywords: capability leapfrogging; technological capability; complex product; latecomer firm; case study

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