外文翻译 在全球经济中竞争创新挑战 学位论文

1、外文资料商管 031 梅文飞 0364027Competing in the global economy: the innovation challengeRt. Hon. Tony Blair, Lord Sainsbury. Innovation Report.2003.12: 17-31，52-65.Chapter 1 The innovation challengeSummaryGlobal competition is increasing as a result of trade liberalization, technological change and reduction

2、s 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 businessesis to compete on the basis of unique value.We have defined innovation as the

3、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 technol

4、ogical 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. Innovatio

5、n 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 r

6、eview 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

7、 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 detailedanalysis is contai

8、ned 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 int

9、o 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 successfactors building upon initiatives that have gone before.What is in

10、novation?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 des

11、igns, 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 econo mic ben efits flow. Most inno vati ons are in creme ntal-a successi on of individually mode

12、st 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 fa

13、ilures 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

14、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;

15、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 businessesopera

16、ting 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 par

17、t 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

18、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 tha

19、n 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, skill

20、s 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 ma

21、intain 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 processesand customer service in sectors such as retail, hotels and banking, and to develop new products

22、 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.Dema nd for en vir onmen tai imp roveme nts-

23、for exa mp le, reduc ing CO2 emissi ons and volumes of waste -may require cha nges 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

24、 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 cha

25、llenge 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 atLisbon in spring 2000 to make the EU “themost dynamic, knowledge-driven economy in the world by 2010”. Innovation is integral to achieving this vision.How is

26、the UK doing?1.6. We have consulted a distinguished panel of leading academic experts indrawing up the analysis underpinning this Report. This analysis has been published separately. The main points concerning the UKs innovation performance are set outbelow.The latest international comparisons of da

27、ta 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 pate

28、ntingt paacteivnityoaffices inEurope, 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) econ

29、omies 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

30、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 lite

31、rature, 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 weaknessesof the UK innovation system and t

32、o develop proposals to improve its performance.Success factors for UK innovation performance1.9. 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 i

33、nnovation systems. Science-basedtechnologies 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, E

34、ngineering 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 asbility to turn knowledge into new products, processes or services. Fundamentally it is people who create knowledge, manage businessesand

35、 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 t

36、o 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 firm

37、s 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. OEC

38、D 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 meansof accessing knowledge. Businesses are increasingly looking outside their sectors for opportunities toco

39、llaborate.Figure 1.4How Gover nment p olicies in flue nee inno vati onAreas of Gover nment in flue nee1.10. UItimately innovation dependson the knowledge, skills and creativity of those work ing in bus in essesBut Gover nment has an imp orta nt role in creati ng the right environment for innovation.

40、 Figure 1.4 sets out the main mechanisms and cha nn els through which Gover nment - at various levels - in flue nces bus in ess inno vati on.1.11. The Gover nment has already laid the foun dati ons of an inno vati on-drive n economy in areas suchas macro-economic policy, fiscal policy, competition p

41、olicy, trade p olicy and educati on and skills.1.12. Since 1997 we have produced three White Papers, “ Ourcompetitive future-Building a knowledge driven economy”(1998), “ Excellenee and Opportunity - aScienee and Innovation Policy for the 21st Century ”(2000) and“ Opportunity for All in a World of C

42、hange- Enterprise, Skills and InnovationIn these we set in moti on a series of micro-ec ono mic measures to stimulate inno vati on, such as in creased inv estme nt in the scie nee base, incen tives to en courage research institutions and universities to commercialize their research, and measures to

43、en courage more small bus in esses to start up and inno vate.1.13. P olicies and p rogrammers affect ing inno vati on are determ ined at a variety of levels. In some cases, the role of the UK Gover nment is to in flue nee devel opments on a Euro pean or global scale.Chap ter 3Tech no logy inno vati

44、onSummaryDeveloped 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 pr

45、iority. 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 technologies3.1. The end of the 20th century witnessed a wave of scientific discovery and technology innovation in a range of areas that

46、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 im

47、pacts 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

48、 businesses in the UK has increased from some 165 to 425, and turno ver has in creased 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 pres

49、ence in some science-based technologies such as pharmaceuticals, telecommunications and aerospace.Promoting knowledge transfer3.4. 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

50、 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 Instit

51、utions ( 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

52、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 associatedwith re

53、search 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 individua

54、ls and SMEs, and it enables them to meet some of the costs of investing in technology innovation.Grant for Inv estigat ing an Inno vative Idea -this is a p ilot, offeri ng help to SMEs in England to look objectively at their ideas for innovative products, services or processes and to draw up an acti

55、on 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

56、in firms of all sizes.Technology IntermediariesTo 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 al

57、so 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

58、 knowledge gaps and to stimulate innovation leading to higher value added products and services.14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。 这也反映其中创新业绩就占了相当大的比例了英国和它的主要竞争对手之间存在很大的生产力差距。并同一批著名的专家进行的差距。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， 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