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This background paper has not been formally edited. The views expressed therein, the designations employed as well as the presentation of material in this publication do not imply the expressions of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Designations such as “industrialized”, “developed” and “developing” countries are intended for statistical convenience and do not necessarily express a judgement about the stage reached by a particular country or area in the development process. Mention of firm names or commercial products does not imply endorsement by UNIDO. Material in this paper may be freely quoted but acknowledgement is requested, together with a copy of the publication containing the quotation or reprint.这后台作业证券还没有正式地被编辑。 在其中表达的意思，名称的使用以及在公共期刊中资料的 表达没有表达任何意思无论在联合国工业发展组织书记的 部分上是关于任何国家、区域、城市或地域的法律地位或 它的主管当局，或关于它的定界线 边界或交界。如“工业化”，“发达”和“发展中”国家的名称是为了 统计方便并不一定表达了对某个国家或地区达成的阶段判 断发展的过程。文中提到的公司名称或商业产品并不意味 着赞同联合国工业开发组织。本文的材料可自由引用，但要求有副本，其中包含引文或翻印部分 的出版物。1Globalization and Localization of Value NetworksBackground paper prepared by Michael Best March 2, 2001 for the UNIDO World Industrial Development Report 2001 Copyright acknowledgements: I am grateful to Oxford University Press for permission to use material that will be published in The New Competitive Advantage: Renewal of American Industry (forthcoming) and to the Northern Ireland Economic Council for the use of material published in The Capabilities and Innovation Perspective: The Way Ahead in Northern Ireland, Research Monograph 8: December 2000. I am also grateful to UNIDO, particularly Frederic Richard, Giovanna Ceglie, and Cristian Gillen (retired), for an intellectual partnership and opportunities to participate in industrial policy projects over many years. 2价值网络的全球化和本地化迈克尔最佳准备的背景文件 日 2001年为联合国工业开发组织世界工业发展报告 版权所有确认：我很感谢牛津大学出版社的权限 使用的材料，将发表在新的竞争优势： 续期 美国工业（即将出版）和北爱尔兰经济理事会 使用材料的能力和创新的角度发表的方式 超前研究专着8：2000年12月在北爱尔兰， 。我也很感谢联合国工业开发组织，尤其是弗雷德里克理查德，焦万 娜CEGLIE，克里斯蒂安吉伦（已退休） ， 知识产权合作伙伴关系，并多年来有机会参与在产业政策的项目。1. Introduction: Global and Local Networks........................................................... 4 2. Capabilities and Innovation Perspective.............................................................. 8简介：全球和本地网络能力和创新视角Business Model............................................................................. .................................. 9 Entrepreneurial Firms ............................................................................. .................... 9 Techno-diversification................................................... ........................................... 11 Networking.................................................................... ............................................ 13 Regional Specialization and Innovation Processes ................................................... 16 Production Capabilities.................................................................... ............................. 19 Throughput Efficiency and Flexible Production....................................................... 20 Incremental Innovation...................................................................... ....................... 22 New Product Development ................................................................. ...................... 23 Design Modularization............................................................... ............................... 27 Technology Management................................................................... ....................... 29 Skill Formation Processes ....................................................................... ...................... 30 Technology Change and Engineering Curriculum ................................................... 32 Investment in Engineering Education....................................................................... 32 The Invisible College .......................................................................... ...................... 33 Conclusion: Growth and the Productivity Triad ........................................................... 35商业模式创业型企业科技-多样化 网络 区域专业化和创新的过程生产能力 吞吐效率和灵活的生产渐进式创新新产品开发设计模块化技术管理技能的形成过程技术变化和工程课程 在工程教育的投资无形学院结论：增长和生产力三合会3. Singapore and Malaysian Electronics................................................................38 Challenge: Growth with Low Value-Added ................................................................. 38 新加坡和马来西亚的电子挑战：增长与低附加值Industrial Policy............................................................................. ............................... 39 The Singapore/Johor Region............................................................................ ............. 40 Singapore’s Productivity Triad .............................................................................. ... 40 The Value-added Gap ................................................................................ ............... 43 Penang............................................................................ .............................................. 44 Production Capabilities.................................................................... ......................... 44 Cluster Dynamics: The Critical Impasse .................................................................. 46 The Systems Integration Challenge ...................................................................... .... 48 Skill Formation and the Gap ................................................................................ ..... 50 Cluster Governance.................................................................... ............................... 52 Summary........................................................................ ............................................... 58产业政策新加坡/柔佛区新加坡生产力三合会增值带槟城 生产能力集群动态：关键的僵局 系统集成挑战技能的形成和差距集群治理摘要4. Local Capabilities and Electronics in Taiwan.................................................. 60 5. Governance Challenges and Opportunities....................................................... 63Five Challenges...................................................................... ....................................... 63 Entrepreneurial Firms ............................................................................. .................. 63 Networking Capabilities ................................................................... ........................ 65 Technology Management Capabilities.................................................................... .. 67当地的能力和在台湾的电子治理方面的挑战和机遇五大挑战 创业型企业网络功能技术管理能力Technological Transitions..................................................................... .................... 70 Skill Formation ...................................................................... ................................... 71 Ten Policy Proposals........................................................................ ............................. 73技术视线技能的形成十大政策建议References..................................................................................................................... 80 3 List of Figures and Tables Figures 1. Productivity Triad 2. Regional Growth Dynamics 3. Regional Growth Dynamics and Skill Formation 4. Electrical Engineering Graduates in Massachusetts 5. Evolution of Industrial Structure 6. Design Capabilities and Skills Integration 7. Science and Engineer Skill Force Comparison Tables 1. Production System Models 2. Production Capabilities Spectrum 3. Growth in Engineering and Science Graduates, 参考文献图和表名单图 生产力三要素 区域增长动态 区域增长动态和技能的形成 在马萨诸塞州的电气工程毕业生 产业结构的演变 设计能力和综合技能 科学与工程技巧队的比较 目录 生产系统模型 生产功能频谱 生长在工程与科学学院的毕业生1. Introduction: Global and Local NetworksModern industry, and electronics in particular is driven by networked groups of entrepreneurial enterprises. Industrial organization was simpler in the era of the vertically integrated, multi-divisional enterprise. But the era of the vertically integrated enterprise is being replaced by a business model of focus on core capabilities and partner for complementary capabilities. Arms- length, market relations between subcontractors and Big Business enterprises are being replaced by interfirm ‘value chains’ and ‘value networks’. Furthermore, the metaphor of chains to capture the links amongst enterprises is increasingly giving way to the metaphor of networks of specialist enterprises. The chain metaphor suggests stability along a single ‘production’ the network metaphor suggests rays fanning out from nodes.简介：全球和本地网络现代工业，特别是电子产品是由创业型企业通过网 络组驱动的。 产业组织是具有纵向时代综合性，简单的，多分区 的企业。 但企业垂直整合的时代对核心能力和合作伙伴为 重点的商业模式正在取代互补能力。譬如，分包商和大商业企业之间的市场之间关系正 在取代企业间的“价值链”和“价值网络“。 此外，企业间的联系由链条的比喻越来越让位给专 家企业网络的比喻。链比喻表明沿着一个单一的“生产”线稳定;网络的 隐喻则建议从节点的分出多条射线。The network model of industrial organization is a major change as the coordination function across economic activities is no longer the preserve of either a managerial hierarchy within a single dominant enterprise or the ‘invisible hand’ of the free market. The term network is generic in that it captures an array of related but distinctive forms of inter- firm relations and coordination. Not surprisingly, the mode of inter-firm coordination rebounds back on the internal organization of the business enterprise itself. This dynamic between the mode of inter-firm coordination and internal organization of the business enterprise was more easily ignored in the era of vertically integrated business enterprises. In the previous age technologies were stable and competition was based on costs and production efficiency. Today technological change has been designed into the organizational capabilities of the leading enterprises and competition has shifted to new product development. The role of multinational enterprises (MNEs) is being transformed in the process. In theera of Big Business the international involvement of MNEs focused on two pursuits: the penetration of protected markets by tariff hopping investments and the exploitation of international factor cost differentials for low-skilled labor and resource intensive activities within an unchanging production system. But with the development of world class manufacturing capabilities in Japan followed by the four Asian Tigers, global production networks (GPNs) have emerged. They have facilitated the transition to the focus and partner business model in the world’s technology leading regions. The central offices of the GPNs, located primarily in America, Europe and Japan, cameto coordinate independently owned enterprises many located within the four Asian Tigers and a second tier located in Malaysia, Thailand, the Philippines, and China. The four Asian Tigers, driven by export-oriented strategies, accounted for over 80 per cent of Third World manufacturing exports by 1990. Cross-border coordination of production units with specialized capabilities is a defining feature of GPNs.网络产业组织模式是作为整个经济活动的协调职 能的重大变化是不再保存在一个单一的占主导地 位的企业或一个管理层次结构自由市场的“无形之 手”。长期网络通用，因为它抓住了一系列相关的，但独 特的形式企业间的关系和协调。 毫不奇怪，企业间的模式对企业本身的内部组织协 调反弹。 这之间的动态企业间的协调和内部组织模式使企 业在垂直整合的商业企业时代更容易被忽略。在以前的时代，技术的稳定和竞争基于成本和生产 效率。 今天，技术变革已经设计成的组织能力的龙头企业 和竞争已转向新产品的开发。在这个过程中的跨国大企业（跨国公司）的作用正 在发生变化。 销售在theera跨国公司参与国际大企业的集中在两 个追求： 关税跳频投资保护市场的渗透和剥削 国际因素对低技能的劳动力和资源密集型的成本 差异在一个不变的生产系统的活动。但是，随着世界的发展，紧跟着亚洲四小龙，全球 一流的制造能力在日本生产网络 （GPNs） 已经体现。他们有利于过渡到重点和合作伙伴的商业模式在 世界上技术领先的地区。 主要在位于美国，欧洲和日本的GPNs，中央办公室 来了协调独立的国有企业的许多亚洲四小龙内 第二层设在马来西亚，泰国，菲律宾，和中国。到1990年，由出口导向战略的带动下，亚洲四小龙 占第三世界制造业出口总额的80％以上。 跨境生产经营单位的协调与专业能力的GPNs定义 功能。GPNs is a more inclusive category than MNEs. At the MNE end of the spectrum, the cross-border units are merely replica plants of those within a flagship plant of the same company. The flagship plant is the site of the new product design and technology management capabilities. The replica plants are used to scale up production but involve no independent design or technology management capabilities. Usually the replica plants involve second or third generation technologies often using labor intensive substitutes for advanced technologies. Here the distinction between a traditional MNE and the GPN is simply that the affiliate plant carries out the range of production activities utilizing the same equipment and methods, albeit delayed, as within the flagship plant. But in many cases the outlying enterprises are independently owned and do specialist production activities that are not carried out within the flagship plant of the lead business enterprise. Instead the activities are undertaken by independently owned enterprises with unique capabilities that sell products and services to a range of companies. In this way the transition to regionally networked groups of specialist enterprises that has occurred within the advanced electronics regions of Silicon Valley and Route 128 have an international counterpart in the emergence of globally networked specialist enterprises. The emergence of GPNs has not spelled the end of traditional MNEs but the rapid pace of technological change has undermined the competitive advantage of the traditional, vertically integrated MNE except in the most technologically stable product lines. Notice that the emergence of GPNs implies the development of distinctive capabilities throughout the networks. But, equally importantly, it does not imply the simultaneous development of horizontally networked enterprises within outlying regions. We will show that the development of horizontally coordinated, local networks of firms with specialist capabilities depends upon a regional development strategy and effective administration of a counterpart set of policies. Without policy intervention, horizontal integration and cluster dynamics are confined to the core regions.GPNs是比跨国公司更具有包容性的类别。 在跨国公司年底，跨境单位仅仅是在同一家公司的 旗舰工厂的翻版工厂。 旗舰工厂是新产品的设计和技术，管理能力的网 站。 副本植物被用来扩大生产但不涉及独立设计或技 术管理能力。 通常副本植物涉及到第二或第三代的技术，通常使 用劳动密集对先进技术的替代品。 这里传统的跨国公司之间的区别GPN是简单的附 属工厂进行生产活动的范围利用同样的设备和方 法，虽然推迟，作为旗舰工厂内。但在许多情况下，外围企业是独立拥有和做专科 不导致企业的旗舰工厂内进行生产活动。相反，独立的国有企业具有销售产品和服务的公司 独特功能。 通过这种方式，过渡到专科企业已发生的区域网络 的群体先进的电子硅谷和路线的地区内128有出现 的全球联网的专科企业在国际同行。GPNs出现拼写传统跨国公司的结束，而是迅速 技术变革已经破坏了传统的竞争优势，垂直整合的 跨国公司除了在技术最稳定的产品线。但是，同样重要的是，它并不意味着在边远地区的 横向联网企业的同步发展。 我们将证明，横向协调，本地网络公司的发展与 专科能力取决于区域发展战略和有效一个对应的 管理政策。如果没有政策干预，横向一体化和集群将局限于核 心区域。The leading regions alone have developed systems integration capabilities. Systems integration, as will be shown below, involves the organizational capability to continuously redefine products to take full advantage of design improvements within sub-systems. Systems integration is a defining feature of the leading electronics regions today. The focus and network business model has become highly successful in the core or advanced regions because it has fostered a range of ‘open system’ cluster dynamics that in turn has led to competitive advantage in regional capabilities for rapid new product development, technology management, and innovation. Regional cluster dynamics thrive on ‘open systems’ networks that have fostered the decentralization and diffusion of design experiments and increased the pace of innovation. The affiliates or partners of GPNs in outlying regions, as noted, are not participants within local cluster dynamics. More likely, they are slotted into silo- like, ‘closed system’global production networks or into ‘closed system’ portions of GPNs. For example, an affiliate of Dell Computer may buy packaged chips from an affiliate of Intel in Malaysia. But these activities are coordinated by inter- firm relations within the headquarters of both companies. In these cases, we find global production networks developing distinctive regional capabilities in outlying regions but without the localization of value networks. 6 This does not deny the possibility of horizontal integration across GPNs within outlying regions but suggests that the linkages are created normally within the core region where enterprise interact in new product development and where regional competitive advantage in innovation is established. We will also show that some outlying regions have themselves developed local network coordination capabilities by supplying coordination services involving cross-border production networks in technology following regions to enterprises in the core regions. Singapore and Taiwan are examples.领先地区已具有开发系统集成的能力。 如下所示，系统集成，涉及的组织能力，不断重新 定义的产品设计将充分利用子系统的改进。系统集成的定义功能处在当今领先的电子区域。 重点和网络商业模式已成为在核心发达的地区非 常成功，因为它已培育了“开放系统”的集群范围， 反过来又导致竞争优势，在快速开发新产品区域的 功能，技术管理和创新。区域集群动态茁壮成长“开放系统”，促进权力下 放和扩散网络设计实验，并增加了创新的步伐。GPNs指出， 边远地区的子公司或合作伙伴不参加在 本地群集动力学。 更可能的是， 他们开槽筒仓 “封闭system'global生产 网络或进入”封闭系统“的一部分，GPNs。 例如，戴尔电脑公司的分支机构可以购买封装的芯 片，英特尔在马来西亚的子公司。 但是，这些活动是由两家公司的总部内的企业间关 系的协调。 在这种情况下，我们发现开发与众不同的全球生产 网络在边远地区，但没有价值网络的本地化的区域 能力。这并不否认跨内外围GPNs横向一体化的可能性地 区，但建议的核心区域内正常的联系，创建企业在 新产品开发和交互区域竞争力是建立在创新的优 势。我们还将展示一些边远地区通过提供自己开发的 本地网络的协调能力涉及技术的跨国生产网络的 协调服务以下地区的企业在核心区域。新加坡和台 湾的例子。The successful new industrializing country (NIC) business strategy was primarily one of ‘original equipment manufacture’ (OEM) production. The rapidly growing enterprises in East Asia specialized in manufacturing and logistics but partnered for the brand name and other marketing activities as well as the basic research to firms located within the Triad of America, Europe, and Japan. Most strikingly, a new breed of electronics contract manufacturer (ECM) such as Selectron and SCI Systems headquartered in the Triad has emerged within East Asia to offer OEM to global brand leaders. ECMs do not supply their own brand names, but partner with brand name companies to offer specialist production and design capabilities. The pace of growth of ECMs has been rapid and relentless. Starting from marginal revenues in the early 1980s the scale of output reached $40 billion in 1995 whe n it reached 10-20 percent of final product manufacturing and 40-50 percent of the PC segment (Borrus, Ernst, and Haggard 2000: 6). In the case of Japan and Korea a number of locally owned enterprises became MNEs with global brand names. They have established production affiliates in both less developed regions and within the Triad. In most cases, however, the business model of the Asian MNEs has not been one of focus and network, and the form of inter-firm networking cannot be classified as open systems. They have not enjoyed the same cluster dynamics (see below) and have failed to achieve the same performance standards in innovation, as the open system models pioneered in Silicon Valley and Route 128. The exception in East Asia has been Taiwan in which a critical mass of enterprises have pursued the focus and partner business model and regulatory authorities have assisted in the establishment of ‘open system’ networks. Consequently, electronics in Taiwan has been embedded in local cluster dynamics that have cut across industrial sectors and refashioned many. Taiwan alone in East Asia enjoys a high rate of new firm creation, an indicator of the vitality of cluster dynamic processes.新的成功的工业化国家（NIC）主要经营战略之一 是 “原始设备制造商（OEM）生产。东亚专门在 制造业和物流业的快速成长型企业，但品牌名称和 其他营销活动，与位于美国，欧洲和日本的公司合 作使基础更加坚固。最引人注目的是，电子合同的新品种的制造商，例 如总部设在Triad的选数和SCI系统（ECM）在东亚 地区出现的全球领袖品牌提供OEM。ECM不提供自己的品牌，但与名牌企业合作伙伴提 供专家生产和设计能力。 ECMS增长的步伐一直是迅速而无情的。 在20世纪80年代初开始从边际收益的输出规模达 到400亿美元的1995 WHE? 它达到最终产品生产的 10-20％和40-50％的PC市场（Borrus，安永会计师 事务所，2000年，萧条： 在日本和韩国的情况下，一些本地国有企业成为跨 国公司全球品牌。 在欠发达地区都内的Triad，他们已经建立了生产分 支机构。 然而，在大多数情况下，商业模式亚洲跨国公司并 没有被重点和网络之一，与企业间的形式网络不能 被归类为开放式系统。 他们没有享受到相同的群集动力学（见下文），并 未能达到同样的性能标准创新，开放的系统模型率 先在硅谷和128号公路。在东亚的异常一直是台湾其中一个企业的关键质 量追求的重点和合作伙伴的商业模式和监管当局 协助建立“开放系统”网络。因此，在台湾电子被嵌入在本地群集，使得跨越行 业减少和再形成许多新的动态。 台湾在东亚单独享有一个新公司的创建，由于集群 动态过程指标率高。The challenge in the technology following regions is to convert the technological dynamism of global (vertical) production networks into local (horizontal) value networks in ways that foster local cluster dynamics. As will be shown, cluster dynamics drive technological advance and productivity gains by enhancing regional new product development, technology management, and innovation capabilities. In this way the peripheral region’s manufacturing capabilities can both be leveraged to foster higher value added activities. This paper is divided into three major sections. The first describes the capabilities and innovation perspective and the cluster dynamics model of regional growth. The second applies the cluster dynamics model to four regions within East Asia to illustrate both the challenges and opportunities facing technology following regions. The third section draws out a range of policy implications for promoting local capabilities.以下地区的挑战是在技术转换技术全球生产网络 （垂直）到本地（水平）价值网络的过程中促进本 地群集动力学。众所周知，集群动态通过技术管理和创新能力的科 技进步和提高生产率加强区域新产品开发。这样周边地区的制造能力既可以充分利用，又可以 促进更高增值的活动。 本文分为三个主要部分。 首先介绍能力和创新的角度和集群动态区域经济 增长的模式。 第二个适用于群集动力学模型在东亚四个地区说 明技术以下地区面临的挑战和机遇。第三部分引出的一系列能够促进当地能力的政策 的影响。2. Capabilities and Innovation PerspectiveHow can regional policy makers foster rapid industrial growth? Around the world policy makers have found the concept of the cluster appealing as a model for enhancing industrial performance. The question is how do clusters drive growth and improve productivity? Effective policy depends upon impacting on the forces that drive growth and improve productivity. Our task in this section is to provide an analysis of cluster dynamics and growth processes so that the policy challenges can be identified. Technology is critical to productivity advancing growth. The capacity of a region to absorb and develop technology is the domain of technology management. Unfortunately,technology management is neither a free good nor purchasable in the marketplace. Rather, it is a capability embodied in and amongst business enterprises and partner institutions.能力和创新的角度区域决策者如何才能促进工业快速增长？ 世界各地的决策者们发现集群的吸引力作为提高 工业性能模型的指标。 问题是如何做推动经济增长和提高生产率？ 有效的政策，取决于推动经济增长和提高生产率的 力量。 在本节中，我们的任务是提供一个群集动力学和生 长过程，因此，能够对政策进行分析。 技术是生产力促进增长的关键。 一个地区吸收和技术开发能力的技术管理域。不幸 的是，技术管理，既不是免费的好，也没有在市场 上购买。 相反，它是经营企业和合作伙伴在其中体现了一种 能力机构。Advancing enterprise and region’s technology management capabilities are significant organizational accomplishments that underlie the industrial development process. Technology management capabilities extend beyond the single enterprise. Properly targeted industrial policy can play a critical role in influencing the development of technology management capabilities and thereby the pace of technological change. The conceptual challenge is to make links between the internal dynamics of entrepreneurial firms and growth of the regional economy. Growth can be divided into two components. The first is the contribution made by increases in the number of people in the labor force. The second is productivity growth (output per worker) which comes from advances in production capabilities, including technology and skills. The goal is to grow by increasing productivity as this increases per capita income. A tenet of the capabilities and innovation perspective is that technology- led growth involves synchronized advances in business organization, production capabilities, and skill formation. These three elements form the productivity triad represented in Figure 1. Sustained and rapid growth is about mutual adjustments involving all three elements.1 Upgrading skills, for example, will not translate into regional growth unless the skills are shaped and reshaped as part of a mutual adjustment process with a region’s production capabilities and entrepreneurial firms. Skill upgrading, production capability advance, and enterprise growth are mutually interactive in technology- led growth experiences.1 Parallels推进企业和地区的技术管理能力组织在工业发展进程的基础 成就显著。超出了单个企业的技术管理能力。 目标正确的产业政策，在发展中技术管理能力发挥了关键作 用，从而实现技术变革的步伐。挑战的概念，是创业型企业和区域经济增长之的内在动力的 联系。 经济增长可分为两部分。 首先是人在劳动力数量的增加作出的贡献。 二是生产率增长（人均产出）从生产能力的进步，包括技术 和技能。 我们的目标是通过提高生产率的增长，增加人均收入。 能力的宗旨和创新的角度，科技为主导的增长，涉及在企业 组织生产的能力和技能形成同步进展。这三个要素构成的生产力（图1代表）。 持续快速增长是涉及所有三个要素的相互调整。 提升技能，例如，不会转化为区域经济增长，除非技能 作为一个相互调整的过程的一部分塑造和重塑一个地区的生 产能力和创业型企业。技能提升，产能提前，和企业的成长是相互互动技术为主导 的成长经历。 可以从能力和创新的角度，得出新古典增长理论。 生产函数和生产劳动，资本，土地等因素的概念所取代的生 产体系和商业模式，生产能力，和技能的形成。 一个生产力的概念有一定的相似性，但全要素生产率的系统 整合的关键变量的功能，拒绝了他们的可分性。 一个实力和能力的创新的角度，技术集成到增长的概念，并 不会被视为外生的。can be drawn between the capabilities and innovationperspective and neoclassical growth theory. The concepts of production function and the factors of production labor, capital, and land are replaced by production system and business model, production capabilities, and skill formation. The concept of a productivity triad has a certain similarity to total factor productivity, but the systems integration feature of the critical variables denies their divisibility. A strength of the capabilities and innovation perspective is that technology is integrated into the concept of growth and not treated as exogenous.Technology is also endogenous in the ‘new growth theory’ but it is not anchored in pro as a consequence technology management has no conceptual integrity.2 At“新的经济增长，技术也是内源性论“，但它不是 固定生产力，因此技术管理没有概念上的完整性the level of the firm, this means to move, for example, tomulti-product flow (JIT or agile production): a company must simultaneously replace batch with flow production principles, supervisor with team centred work organisation, and educate workers and managers in problem-solving practices and their new roles. At the level of the region, it means that to jump to higher productivity and per capita income在企业层面，这意味着流动，例如，多产品流（JIT 或敏捷生产）： 一个公司必须随着流动的生产原则同时更换一批 监事团队为中心工作的团队，教育工人和管理人 员，和解决实践和新问题的角色。 在该地区的水平，这意味着，达到更高的生产率和 人均收入。 生产力的三个要素都将被检查。 我们分析了快速增长的影响。随之而来产业政策的 挑战成为关注的焦点。 商业模式 创业公司的增长是在内部， 技术能力/市场机会动态 方面的特点。 国内发展的创业动态公司所在的核心区域的增长 动力或群集动力学。 图2的特点表明了公司的技术/市场的增长动力 地区通过开放系统的联网进程的方式。 他们一起进行群集动力学。 图表明了集群在一个地区的资源增值的过程。 每个领域和进程将被审查。 我们开始创业公司的概念。 价格为主导的创业型企业竞争的商业模式被设计 为低生产成本竞争的基础上。9 Each of the three elements of the productivity triad will be examined. We then draw implications for rapid growth scenarios. The challenges for industrial policy then come into focus. Business Model Growth of the entrepreneurial firm is characterized in terms of an internal, technology capability/market opportunity dynamic. The internal growth dynamic of entrepreneurial firms lies at the core of a set of regional growth dynamics or cluster dynamics. Figure 2 characterizes the extension of the technology/market growth dynamic of the firm to the region by way of open system networking processes. Together they drive cluster dynamics. The figure identifies the processes required for clusters to add value to a region’s resources. Each sphere and process will be examined. We start with the concept of the entrepreneurial firm. Entrepreneurial Firms The business model of price- led competition was designed to compete on the basis of low cost production. Product design, new product development, and technical change are exogenous to production activities. The internal organization of the price- led business model was constrained by the form of competition in the product market. Firms that sought to develop new products risked losing market share to lower cost producers of standard products. The dynamic between price-led competition in the market and internal organization of the enterprise was self- reinforcing. Price- led competition and price-taking firms formed a single process.产品设计，新产品开发和技术的变化是外生的生产 活动。 价格为主导业务的内部组织在产品市场竞争的形 式模型受到限制。 寻求开发新产品的企业的市场份额有可能被成本 较低的生产者生产的产品占有。 价格为主导的市场和企业内部组织之间的竞争正 在自我强化。价格为主导的竞争和价格采取公司形 成一个单一的过程。The resulting dynamic constrained both new product development and technology management. The growth driver in the capabilities and innovation perspective is the entrepreneurial firm. As a business model, the entrepreneur ial firm is driven by a technology capability/market opportunity dynamic, an endogenous process, built into the ongoing operations of the firm. Firms pursue market niches by developing unique production capabilities, often of a technological form, but the process of developing such capabilities creates new market opportunities in the form of a redesigned product to meet customer needs better. The interactive process is endless.Economic performance change has to be co-ordinated at the level of business organization, technology management, and educational system. The term technology/market dynamic is an abbreviation version of Penrose’s productive capability/market opportunity dynamic (Penrose 1959). The idea of the entrepreneurial firm as an extension of the entrepreneurial function from an individual attribute to a collective or organizational capability is developed in Best (1990). It is, at the same time, an extension of Adam Smith’s principle of increasing specialization from skills and occupations to capabilities as mediated by business and industrial organization. This theme is elaborated in Best (2001). Individual firms may be entrepreneurial for a long or short period. From a regional policy perspective it is not important that individual firms survive but that the technology/market dynamic be ongoing as firms exit由此产生的动态约束着两款新产品开发和技术管理。 增长的驱动程序中的功能和创新的角度是创业公司。 作为一种商业模式，企业家 IAL 公司是由一个技术能力/ 市场机会动态，建为公司的持续经营的一种内源性的过 程， 。 企业通过开发独特的生产能力，追求利基市场，往往一个 技术形式，但发展这种能力的过程重新设计的产品，以满 足客户的形式创建新的市场机遇 需要更好的。互动的过程是无穷的。 经济性能的变化，必须统筹企业组织，管理，技术和教育 系统的水平。 长期的技术/市场动态是彭罗斯的生产能力/市场机会动态 （彭罗斯 1959） 的缩写版本。 作为一个企业家的功能扩展， 从个别属性到集体或组织的能力的创业公司的想法是 最佳的发展情况（1990） 。在同一时间，这是亚当斯密的日益专业化的原则扩展商业 和工业组织介导的技能和职业能力。最佳的（2001）阐述 了这一主题。 个别企业可能会为长或短的的时间内创业。 从区域政策的角度看，重要的是，个别企业的生存，但技 术/市场动态企业正随着公司退出。
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