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商管031 梅文飞 0364027

Competing in the global economy: the innovation challenge

Rt. Hon. Tony Blair, Lord Sainsbury. Innovation Report.2003.12: 17-31，52-65. Chapter 1 The innovation challenge

Summary

Global competition is increasing as a result of trade liberalization, technological change and reductions in transport and communication costs. UK based businesses will find it increasingly difficult to compete on low costs alone in labour intensive industries exposed to international competition. The challenge for businesses is to compete on the basis of unique value.

We have defined innovation as the successful exploitation of new ideas and it is central to meeting this challenge. It involves investments in new products, processes or services and in new ways of doing business. Measures to develop the skills and creativity of the workforce are often an essential prerequisite. The speed of technological change and market responses make the challenge to innovate urgent and continuous.

Overall UK innovation performance appears to be, at best, average compared to our major competitors. This is reflected in the large productivity gap that exists between the UK and its major competitors. Innovation performance accounts for a significant proportion of this gap. On the whole, UK firms face a challenge: how to raise their rate of innovation?

Innovation is a complex process so understanding why the UK has a relatively modest innovation performance is not straightforward. We drew on an extensive review of the international innovation literature and consulted with a group of leading experts in the field.

As a result we have identified seven critical success factors for innovation performance. They are:

Sources of new technological knowledge；

Capacity to absorb and exploit new knowledge；

Access to finance；

Competition and entrepreneurship；

Customers and suppliers；

The Regulatory environment；

Networks and collaboration.

They help us to identify current strengths and weaknesses of the UK innovation system. A highly abridged summary is provided in this chapter but the more detailed

analysis is contained in an accompanying economic report.

Our vision is of the UK as a key knowledge hub in the global economy. A country that will have maintained its outstanding tradition in the advance of scientific and technological knowledge while developing a similar level of performance in turning knowledge into exciting and novel products and services.

The Report complements the Lambert Review of University-Business links as well as the cross-Government Skills Strategy. It makes proposals to strengthen UK performance against all the success factors building upon initiatives that have gone before.

What is innovation?

1.1. Innovation in this Report is defined as the successful exploitation of new ideas. Ideas may be entirely new to the market or involve the application of existing ideas that are new to the innovating organization or often a combination of both. Innovation involves the creation of new designs, concepts and ways of doing things, their commercial exploitation, and subsequent diffusion through the rest of the economy and society. It is this last–diffusion–phase from which the bulk of the economic benefits flow. Most innovations are incremental–a succession of individually modest improvements to products or services over their life cycle. But a few will be dramatic, creating entirely new industries or markets.

1.2. Innovation involves experimentation and risk taking. Some attempts to innovate will fail, but across the economy the successes outweigh the failures. And the failures themselves generate new knowledge, which if evaluated correctly, can improve the chances for future success. The risk of failure justifies the potentially high returns from successes, which provide the incentive to innovate in the first place. Successful innovation-led companies have a number of common characteristics (Box 1.1). Characteristics of innovation-led companies:

A worldwide focus, often requiring early expansion overseas;

A balanced growth strategy, based on organic growth and targeted acquisitions to enter new markets or acquire critical expertise;

A balanced investment strategy;

Above average investment in market led research and development;

A focus on what really matters to the customer;

An innovation culture with corporate leadership that expects growth through development of new products and services.

Why is it important now?

1.3. Innovation is vital to most businesses operating in the UK if they are to survive and grow in the long term. But there are five reasons why innovation matters more for businesses and the people who work in them today.

Markets around the world are being liberalised. This brings opportunities from expanding trade. And firms can locate all or part of the production process or service wherever the economic advantage is greatest. But UK-based firms also face competition from firms in countries with relatively low labour costs and where education and skills levels are high. For example, hourly labour costs in South Korea are just over half UK levels, but the proportion of graduates in the working age

population is almost identical.

Long-term reductions in the costs of transportation and communication have also opened up new markets and faster global communications mean that consumers learn about new fashions, ideas and products faster than ever before. The cost of sea freight has fallen by two-thirds since 1920, air transport by five-sixths since 1930. Transatlantic telephone calls are now almost free on the Internet.

Science and Technology are providing new opportunities for businesses to compete based on exploiting knowledge, skills and creativity to produce more valuable goods and services. Industries are being created, such as Biotechnology, and traditional ones are being transformed (e.g. growth of technical textiles). Because they rely on knowledge and skills, they provide areas where high wage, developed economies can maintain a competitive advantage over low wage, unskilled ones.

Services, accounting for over 70% of the economy, are becoming more technology intensive. Technology is being used to improve business processes and customer service in sectors such as retail, hotels and banking, and to develop new products combining creative strengths with the latest technology, such as computer games. Many high technology manufacturers now make more money from services than they do from manufacturing.

Increasing environmental concerns are acting as a stimulus to innovation. Demand for environmental improvements– for example, reducing CO2 emissions and volumes of waste – may require changes in the economy and to the way we live. To deliver these changes the market has to generate innovative uses of technology, new ways of doing business and new consumer attitudes.

1.4.The speed of changing technology and the extent to which new products and services can change market conditions mean that the challenge to innovate is urgent and continuous. UK-based businesses will find it increasingly difficult to compete on low costs alone in labour intensive industries exposed to international competition. The challenge for businesses is to compete on the basis of unique value.

1.5. The UK is not alone in facing this challenge. European leaders agreed at Lisbon in spring 2000 to make the EU “the most dynamic, knowledge-driven economy in the world by 2010”. Innovation is integral to achieving this vision.

How is the UK doing?

1.6.We have consulted a distinguished panel of leading academic experts in drawing up the analysis underpinning this Report. This analysis has been published separately. The main points concerning the UK’s innovation performance are set out below.

The latest international comparisons of data on business R&D show the UK well behind the US and roughly equal to the EU average. However, it is encouraging that after a steady period of decline from 1.5% of GDP in 1981 to 1.16% in 1997, we have seen a move in the right direction, to 1.24% in 2002.

Adjusting for size of economy, UK firms’ patenting activity at patent offices in Europe, Japan and the US lies well behind firms in Japan, Germany and the US and is just below the European average.

Although systematic data is lacking, it appears that the UK lags behind the US and major Organization for Economic Cooperation and Development (OECD) economies

in the take- up of best practice improvements such as lean manufacturing.

Data from surveys, which rely on broader measures of innovation, paint a similar picture with UK performance weaker than its international peers.

1.7.The analysis suggests that UK business faces a challenge: how to raise its rate of innovation?

How did we try to explain the causes of UK performance?

1.8. Innovation is a complex process so understanding why the UK has a relatively modest innovation performance is not straightforward. To help us do this we drew on an extensive review of the international innovation literature, aided by a panel of experts. We also drew heavily on analysis by the AIM Management Research Forum and the OECD.

As a result we have identified seven critical success factors for innovation performance. They help us to identify current strengths and weaknesses of the UK innovation system and to develop proposals to improve its performance.

Success factors for UK innovation performance

1.9.What follows is a highly abridged version of the supporting analysis, summarizing the UK’s performance against the seven factors:

Sources of new technological knowledge play an important role in shaping innovation systems. Science-based technologies are increasing in importance. New products and services tend to embody a wider range of technologies, increasing the complexity faced by individual firms. UK-based firms make extensive use of customers and suppliers as knowledge sources. The UK Science, Engineering and Technology (SET) base is highly productive and the UK has world-class design expertise.

The capacity to absorb and exploit knowledge defines a firm’s ability to turn knowledge into new products, processes or services. Fundamentally it is people who create knowledge, manage businesses and innovate. Poor skills amongst managers and the workforce more generally have hindered performance. The culture within UK-owned firms appears to place less emphasis on creativity.

All investments in innovation need access to finance. Relatively lower levels of innovation spend are probably more due to a lack of incentives and capacity than a shortage of funds, although some financing gaps exist.

Competition provides a stimulus to innovation and helps determine the intensity of competition and the ability of firms to spot opportunities and manage risks. Customers and suppliers put pressure on firms to deliver better quality goods and services and provide opportunities for innovation. Many UK-based firms compete in global markets and the UK is an attractive market for innovative firms from abroad. The regulatory environment affects the possibilities and incentive structures for innovation. OECD comparisons show the UK to be relatively lightly regulated, although there are continuing business concerns about the impact of new regulations. And networks and collaboration are important means of accessing knowledge. Businesses are increasingly looking outside their sectors for opportunities to collaborate.

Figure 1.4

How Government policies influence innovation

through which Government – at various levels – influences business innovation.

1.11.The Government has already laid the foundations of an innovation-driven economy in areas such as macro-economic policy, fiscal policy, competition policy, trade policy and education and skills.

1.1

2. Since 1997 we have produced three White Papers, “Our competitive future–Building a knowledge driven economy”(1998), “Excellence and Opportunity–a Science and Innovation Policy for the 21st Century” (2000) and “Opportunity for All in a World of Change–Enterprise, Skills and Innovation” (2001). In these we set in motion a series of micro-economic measures to stimulate innovation, such as increased investment in the science base, incentives to encourage research institutions and universities to commercialize their research, and measures to encourage more small businesses to start up and innovate.

1.13. Policies and programmers affecting innovation are determined at a variety of levels. In some cases, the role of the UK Government is to influence developments on a European or global scale.

Chapter 3 Technology innovation

Summary

Developed countries around the world have recognized that success in the future will come from businesses increasing the added value from their products, processes and services. Government action to encourage businesses to develop and implement new products and services has become a high priority. Given this, the UK Government needs to harness its resources more effectively in promoting technological innovation. The need to improve the take-up of new technologies

3.1.The end of the 20th century witnessed a wave of scientific discovery and technology innovation in a range of areas that have only just begun to change the way

we work and interact with our physical, natural and social environments. For example, the developments of the Internet and mobile communications have transformed people’s access to information.

3.2.The pace of change is often quicker than anticipated and the impacts are fundamental. The growth of completely new industries such as biotechnology, software and the digital content industry in the UK, as well as the decline of more traditional sectors, bear very real testimony to this. For example during the 10 year period 1992-2002 the number of biotechnology businesses in the UK has increased from some 165 to 425, and turnover has increased by over six fold (from ￡0.5 billion to ￡3.2 billion).

3.3.The UK has a strong indigenous knowledge source available to business through the Science, Engineering and Technology (SET) base and we do have a strong presence in some science-based technologies such as pharmaceuticals, telecommunications and aerospace.

Promoting knowledge transfer

3.4. The SET base makes a major contribution to knowledge transfer through the publication of research results and the supply of highly skilled people capable of transferring and adapting codified and tacit knowledge. However, there is an additional role that Government can play in providing the opportunities and incentives for translating quality UK science into commercially successful applications.

3.5.To simplify arrangements for universities, Higher Education Institutions（HEIF）is to be consolidated into a permanent third stream of knowledge transfer funding to universities, alongside that for teaching and research. More money will be put into the second round of HEIF. The aim is to simplify the funding landscape and ensure that HEIs in England have greater discretion and the flexibility to develop their capacity in a way that best suits their needs and the needs of business.

In future, support for technological innovation will be available through five products：

Collaborative R&D support is available to meet some of the costs and risks associated with research and technology development, by facilitating collaboration between different businesses and between business and the SET base across the UK. Knowledge Transfer Networks will encourage the diffusion of new and existing technology.

Grant for R&D from June 2003 this has been available for individuals and SMEs, and it enables them to meet some of the costs of investing in technology innovation. Grant for Investigating an Innovative Idea – this is a pilot, offering help to SMEs in England to look objectively at their ideas for innovative products, services or processes and to draw up an action plan to take the idea forward.

Knowledge Transfer Partnerships provide direct support for knowledge transfer by enabling universities and others in the SET base across the UK to work with businesses using recently qualified people, like graduates, to undertake specific knowledge transfer projects in firms of all sizes.

Technology Intermediaries

To complement the above actions, we will work more closely with technology

intermediaries, whose role in technology development and transfer has been undervalued in recent years in both policy development and implementation. Technology intermediaries also have an important role to play at regional level.

The principal members of the technology intermediaries’ community are the Research and Technology Organizations. They are a private sector community of effective knowledge-transfer companies. Their objective is knowledge transfer to industry to fill knowledge gaps and to stimulate innovation leading to higher value added products and services.

译文

商管031 梅文飞 0364027

在全球经济中竞争:创新挑战

第一章创新挑战

综述

全球的竞争使贸易自由化的结果增加，技术变革以及运输和通讯费用减少。英国的企业将会越来越难以在竞争成本低、劳力密集行业的国际竞争中赖以生存。对于商业的挑战将具有独特的竞争价值。

我们已定义了创新是指成功开发新思路，它的就是为了面对挑战。它包括投资新产品，工序过程或服务，以及新的营运方式。大力发展技能措施和创造性的劳动往往是必不可少的前提。科技变化和市场反应的速度使创新挑战变得紧迫和连续。

英国的整体创新表现与我们的主要竞争者相比较，充其量只是它们的平均数。这也反映了英国和它的主要竞争对手之间存在很大的生产力差距。其中创新业绩就占了相当大的比例的差距。就整体而言，英国企业面临着一个挑战:如何提高自己的创新比率?

创新是一个复杂的过程。我们查阅了国际上有关创新的文章，并同一批著名的专家进行了探讨和征询。

最终我们为创新业绩确定了7个关键的成功因素。他们分别是:

新科技的知识的来源；吸收和开发新知识的能力；获得融资；竞争与创业关系；客户和供应商；监管环境；网络和协作。

他们帮助我们识别英国的创新体系中的当前的长处和弱点。一个简单的摘要提供在这一个章节中，但是更详细的分析包含在附属的经济的报告中。

我们的目标是英国作为全球经济的一个主要知识枢纽。一个国家要保持其优秀的传统，在促进科学和技术知识，应同时发展类似的将知识转化为令人新奇的新产品和服务的性能水平。

该报告补充了朗伯对于大学与商界的联系以及跨政府部门的技能策略的研究。它提出建议，要在以前所有成功因素的基础上的举措再加强英国的表现。

什么是创新?

1.1. 创新在这份报告中的定义是指成功开发新思路。新思路可能是全新的市场或者对组织的改革，也有可能是两者的结合。创新，包括建立新的设计观念及做法，进行市场开发，随后扩散到剩下的经济社会问题。正是这后一扩散阶段，从中产生了大部分的经济利益流。许多的创新增量，都是经过改善产品或服务的生命周期的发展。但也有少数会富有戏剧性，创造全新的产业或市场。

1.2.创新会涉及到相应的实验和存在一定的风险几率。有一些创新的尝试会失败，但在整个国民经济中的创新成功要多于失败。而失败者自己可以产生新的知识，只要是通过正确的评价，就可以为未来的成功增加机会。失败的风险可获得潜在的高回报的成功，所以对创新提供的激励应摆在首要地位。以创新为主导公司的成功有一些共同特点(方框1.1)。

方框1.1创新为主导的公司的特色：

将全球范围作为对象，往往需要早期进行海外扩张；均衡增长战略，基于有机增长和有针对性的收购进入新市场，或者获得重要的专业知识；均衡的投资策略；高于平均水平的

投资市场为主导的研究与发展；重点放在真正重要的顾客；通过新产品和服务的发展在企业的领导中产生创新的企业文化。

现在它为什么重要？

1.3. 在英国，企业如果要想能够生存和发展，创新对它们来讲将是至关重要的。现在对于创新事项为什么更多的企业和人在其中工作，有五个原因：

各地市场正在开放。这给扩大贸易带来了机会。企业也能无论在哪里都能找到经济优势较大的全部或部分的生产流程或服务。但由于国家的公司在劳动力成本较低，而教育和技能水平高，英国的公司也面临着竞争。举例来说，每小时劳动成本南韩刚刚超过半数英国的水平，但毕业生进入劳动年龄的人口几乎都是一样的。

运输和通信成本长期的减少开辟了新的市场和更快的全球通信，意味着消费者了解新的时尚观念和产品的速度比以往任何时候要快。1920年以来，海运成本费已下降了三分之二，自1930年航空运输也下降了六分之五。横渡大西洋的电话，在因特网上几乎是免费的。

科学技术正在为企业基于利用知识、技能和创造出更多有价值的商品和服务的竞争提供新的机会。相关的产业正在形成，如生物技术，和正在改变的传统产业(如生长技术纺织品)。因为他们靠的是知识和技能，提供高工资，发达的经济体比低工资、缺少技能的产业更能维持竞争优势。

服务，在经济中占七成以上，变得越来越具有技术密集的趋势。技术正被用来改善业务流程和客户服务的行业，如零售，旅馆和银行，及利用最新技术开发新产品，如电脑游戏。许多高科技厂商现在多赚的钱来自服务方面的要比来自制造生产的多。

环境的日益关注也刺激着创新。改善环境的需求，比如，减少二氧化碳的排放量及废物在经济可能需要的变化以及我们的生活方式。为了适应这些变化，市场已经产生了利用技术的创新，新的商业运作方式和新的消费观念。

1.4.科技日新月异的发展速度以及新产品和服务能够改变的市场条件意味着创新得挑战是紧迫和持续得。英国的企业将越来越难以应对成本低的国际竞争。挑战使得企业的竞争必须基于有独特的价值。

1.5.英国并不是独自面对这项挑战。2000年春欧盟各国领导人在葡萄牙里斯本声明要使欧盟“到2010年成为世界上最有活力的, 以知识为本的经济体系”。创新是实现这一设想的基础。

英国在做什么?

1.6.我们已征询了多位著名的学术专家拟订分析了这个报告。这一分析已经刊出。关于英国的创新表现的要点如下。

根据最新的企业研发的国际比较数据表明,英国远远落后于美国，相当于欧盟的平均水平。不过, 令人高兴的是经过了一个稳定期，国内生产总值在1981下降了1.5%，到1997年为1.16%。我们已经看到了正朝着正确的方向发展,在2002年将是1.24%。

调整经济规模,英国公司的专利申请活动在欧洲、日本和美国的申请量远低于日本、德国和美国，并且低于欧洲的平均水平。

虽然缺乏系统数据，但看来英国在进行实践改进（如精益生产）要落后于美国和主要的经济合作与发展组织(OECD)经济体。

调查数据中，依靠广阔的创新措施，对英国的成绩作了简单的描述，其表现要弱于国际同行。

1.7. 分析显示，英国企业面临的一个挑战: 如何提高其创新速度？

我们怎么解释英国的表现结果？

1.8.创新是一个复杂的过程,了解为什么英国有一个比较温和的创新业绩并不简单。为了帮助我们做到这一点，我们制定了可以广泛的审查国际创新文学的专家小组。另外我们也

侧重分析目的管理研究论坛和经合组织。

由于我们已经确定了7个创新业绩关键的成功因素，这些因素帮助我们确定当前英国创新体系的长处和弱点，利于制定改进的建议。

英国创新业绩的成功因素

1.9.接下来是大致的分析，针对七方面的因素总结英国的表现：

在塑造创新体系时，新科技知识源方面发挥了重要作用。以科学为基础的技术正在日益受到重视，新的产品和服务往往体现了广泛的技术。英国的公司将客户和供应商作为知识来源。英国的科学,工程和科技基地,是具有高度生产力并且英国有世界一流的设计专家。

能力吸收和利用知识的定义是一个公司把知识转化为新产品、过程或服务的能力。基本上是人创造知识,企业管理创新。贫乏的技能和管理工作使创新受阻。英资公司的文化似乎隐藏了创造力。

所有创新投入需要获得融资。相对较低的水平的创新可能多是由于缺乏激励机制和能力较弱,虽然有部分资金缺口。

竞争提供了刺激创新和帮助确定竞争的激烈性以及公司抓住机遇与风险管理的能力。

客户和供应商施加压力，期望企业提供质量更好的产品和服务,以及创新的机会。许多在英国的公司在全球市场上竞争，英国也是一个有吸引力的市场。

管理环境影响创新可能性和激励机制。经合组织比较表明，英国的规则是比较简单的，尽管对新的法规有持续经营的关注。

网络和协作是获取知识的重要手段。企业日益从外面寻找自己行业的协作机会。

图1.4 政府政策如何影响创新

政府领域的影响力

1.10.创新最终取决于知识和技术以及从事创造性工作的那些企业。但政府的为创新创造良好的环境发挥了重要的作用。图 1.4列出了通过政府在各个层次上影响业务创新的渠道。

1.11.政府在经济等领域的一系列宏观经济政策、财政政策、竞争政策、贸易政策、教育和技能，为创新奠定了基础。

1.1

2.1997年以来,我们制作了三个白皮书，“我们的未来的竞争是建设一个以知识为主

导的经济体系”(1998)，“卓越与机遇--科技与创新的政策，为二十一世纪”(2000)和“机会,让整个的世界，企业技术创新”(2001年)。这些年,我们制定一系列的微观经济对策，以刺激创新。如加大投资力度，建立理科基地，鼓励科研机构和大学的研究成果商业化，并采取措施鼓励更多的小企业创办和创新。

1.13.政策和程序在不同层次上影响创新的决断。在某些情况下，英国政府扮演着影响欧洲或全球发展规模的角色。

第三章技术创新

综述

世界各地的发达国家已经认识到，今后取得的成功，将是企业从他们的产品、工艺和服务中增加的附加值。政府的作用是鼓励企业发展新的产品和服务。鉴于此，英国政府需要利用它的资源更有效地推动科技创新。

需要提高新的技术

3.1.二十世纪末目睹了一场在许多领域才刚刚开始转变的科学发现和技术创新，这些领域包括我们的工作方法、自然和社会环境等。举例来说,发展因特网和移动通信改变了人们获取信息的途径。

3.2.变化的步伐往往比预期要快，它的影响也是根本性的。正在生长的全新产业，例如在英国的生物科技，软件和数字内容产业，传统的行业下降的速度也快，很紧地证明了这一点。比如在1992年-2002年这10年期间，英国的生物技术公司在已由原来的 165个增加到425个，营业额增加了六倍(从￡0.5亿元￡3.2亿美元)。

3.3.英国有一个强大的本土知识的来源，提供给企业。由于科学工程和技术基地，我们有一个强有力的基础存在，如药品、电信和航空航天。

加快知识转化

3.4.科学工程基地，通过出版研究成果,并供应高技能人才，为知识转化做出了重大的贡献。不过，还有一个作用，那就是政府可以发挥把英国科技转化为商业上的成功应用提供机会和奖励措施的作用。

3.5.为了简化安排大学，高等院校是要合并成一个永久的第三流的知识转化资金给大学，同时，也是为了教学和研究工作。更多的钱将进入第二高等院校。其目的是为了简化资金景观，确保高校为了发展自己的能力，在英格兰拥有更大的自主权和灵活性，这在某种程度上说是最符合他们的需要和商业需要。

在未来,支持技术创新将通过五个要素来实现：

合作研发支持,以满足部分的成本与风险研究和技术开发。促进英国不同的行业和企业之间以及一整套基地的合作。

知识转化网络将鼓励推广新技术和现有技术。

从2003年6月起，人及中小企业能获得补助研发。使他们能够满足部分的费用,投资于技术创新。

对有创意的想法进行补助调查-这是一个试验，协助中小企业在英格兰客观地看待自己的意念创新的产品，并制定行动计划。

知识转移伙伴关系通过大学和其他的设置基地为其提供了知识传递的直接支持。英国企业可以使用近期合格的人,像毕业生这样的可以在各种规模的企业承担特定知识转移的项目。

科技中介机构

为配合上述行动,我们会更紧密地与科技中介机构合作并发挥其作用。对于政策的制定和实施，科技中介机构也可在区域一级中发挥重要作用。

科技社会中介机构的主要成员是科研和技术组织。他们是一个私人社区的有效知识转移

公司。他们的目标是将知识转移给产业界，以填补知识差距，激励创新为主导的企业提供更高价值的产品和服务。

说明：英文资料正文格式一律作如下调整：字体 Times New Roman；字号12 ；行距单倍行距；首行缩进4个字符；两端对齐

中文译文：中文译文正文格式一律作如下调整：字体宋体；字号五号；

行距多倍行距 1.25 ；首行缩进2个汉字；两端对齐。

中英文文中标题字号可以比正文字体适当放大加粗