NEV企业颠覆性创新模式研究——基于中美日代表性企业的比较分析

陈字理; 张光宇; 刘贻新

doi:10.12052/gdutxb.200157

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NEV企业颠覆性创新模式研究——基于中美日代表性企业的比较分析

更新时间：2026-05-27

- NEV企业颠覆性创新模式研究——基于中美日代表性企业的比较分析
- A Research on the Subversive Innovation Mode of NEV Enterprises—Based on the Comparative Analysis of Representative Enterprises in China, America and Japan
- 广东工业大学学报 2021年38卷第5期页码：108-118
- 作者机构：
  
  1. 广东工业大学管理学院,广东,广州,510520
  2. 广东工贸职业技术学院,广东,广州,510510
- 作者简介：
  
  陈字理(1996–)，男，硕士研究生，主要研究方向为颠覆性创新和创新政策
  刘贻新(1976–)，男，研究员，硕士生导师，主要研究方向为颠覆性创新、可持续转型和新技术产业化，E-mail：21412531@qq.com
- 基金信息：
  
  国家自然科学基金资助项目(72074056，71874037);广东省自然科学基金资助项目(2018A030313397);广东省软科学科技管理改革重点项目(2018B070714019);中国工程院2019年度咨询研究项目(2019-XZ-40-02)
- DOI：10.12052/gdutxb.200157
  中图分类号： G304;G322.24
- 网络首发：2021-09-10，
  
  纸质出版：2021
- 稿件说明：
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陈字理, 张光宇, 刘贻新. NEV企业颠覆性创新模式研究——基于中美日代表性企业的比较分析[J]. 广东工业大学学报, 2021, 38(5): 108-118.

Chen Zi-li, Zhang Guang-yu, Liu Yi-xin. A Research on the Subversive Innovation Mode of NEV Enterprises—Based on the Comparative Analysis of Representative Enterprises in China, America and Japan[J]. 2021, 38(5): 108-118.
陈字理, 张光宇, 刘贻新. NEV企业颠覆性创新模式研究——基于中美日代表性企业的比较分析[J]. 广东工业大学学报, 2021, 38(5): 108-118. DOI： 10.12052/gdutxb.200157.

Chen Zi-li, Zhang Guang-yu, Liu Yi-xin. A Research on the Subversive Innovation Mode of NEV Enterprises—Based on the Comparative Analysis of Representative Enterprises in China, America and Japan[J]. 2021, 38(5): 108-118. DOI： 10.12052/gdutxb.200157.

摘要

中国新能源汽车行业能否成功

颠覆性创新对于助推绿色经济转型和实现可持续发展具有重大示范作用

而颠覆性创新的非连续性、突变性给中国车企带来巨大挑战。本文选择比亚迪、特斯拉与丰田3家具有代表性的新能源汽车(New Energy Vehicles

NEV)企业作为分析对象

从初始目标市场选择、技术路径、市场扩散路径以及实现路径等维度总结案例企业开展颠覆性创新的实践经验

凝练出3种不同的颠覆性创新模式

并剖析3种模式的关键要素。研究发现: 比亚迪采取环境支持性的颠覆性创新模式

而特斯拉采取的是跨界融合式的颠覆性创新模式

丰田则采取协同创新型颠覆性创新模式。三种颠覆性创新模式分别基于不同的着眼点进行构建

受到不同类型的机会窗口的驱动

后续将遵循不同的竞争演化路径

同时面临不同的演化障碍。同一行业当中可能同时出现多种不同的颠覆性创新模式。

Abstract

Whether China's new energy automobile industry can be successfully overturned has a significant demonstration effect on boosting the transformation of green economy and achieving sustainable development

while the discontinuity and abrupt change of disruptive innovation bring great challenges to Chinese automobile enterprises. Choosing byd

tesla and Toyota

the three representatives of new energy vehicles (NEV) enterprises

as analysis objects

and starting from the initial target market selection

technical path

the path of market diffusion and dimension

this research sums up the experience of case enterprise of disruptive innovation

figures out three disruptive innovation models

and analyzes the key elements of the models. The findings are as follows: (1) byd adopts the environmentally supportive disruptive innovation model

while tesla adopts the trans-boundary fusion disruptive innovation model

and Toyota adopts the collaborative innovative disruptive innovation model. (2) The three disruptive innovation models are constructed based on different perspectives. Driven by different types of opportunity Windows

they will follow different competitive evolution paths and face different evolutionary barriers. The findings of this research suggest that many different disruptive innovation patterns may occur simultaneously in the same industry.

关键词

Keywords

references

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