2009
DOI: 10.1080/13662710903053755
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Evolution of the Chinese Automobile Industry from a Sectoral System of Innovation Perspective

Abstract: Based on surveys of important innovations in the Chinese automobile industry, we divide the evolution of the automobile industry into three stages. We construct a conceptual model for the sectoral innovation system and utilize this model to analyse the main mechanisms of interaction in the context of autonomous innovations in the Chinese automobile industry. We attempt to interpret these autonomous innovations in the Chinese automobile industry from the perspective of an interactive system; the conclusions are… Show more

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Cited by 21 publications
(15 citation statements)
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“…Nam 2011). However, other studies put limitations to the effects of the joint venture strategy (Liu and Tylecote 2009;Xi, Lei, and Guisheng 2009) and stress that technological capabilities of Chinese firms tend to remain low (Altenburg, Schmitz, and Stamm 2008). We contribute to this debate by analysing how upgrading of the synthetic and symbolic knowledge bases takes place.…”
Section: Research Context and Case Study Selectionmentioning
confidence: 96%
See 1 more Smart Citation
“…Nam 2011). However, other studies put limitations to the effects of the joint venture strategy (Liu and Tylecote 2009;Xi, Lei, and Guisheng 2009) and stress that technological capabilities of Chinese firms tend to remain low (Altenburg, Schmitz, and Stamm 2008). We contribute to this debate by analysing how upgrading of the synthetic and symbolic knowledge bases takes place.…”
Section: Research Context and Case Study Selectionmentioning
confidence: 96%
“…The importance of on-the-job-training is also widely discussed in studies dealing with the Chinese joint venture policy in which foreign firms are obligated to give Chinese firms access to their technologies and to train engineers and workers of Chinese JV partners and suppliers (e.g. Xi, Lei, and Guisheng 2009;Van Winden et al 2010), despite doubts about the efficiency of this policy tool for more advanced forms of upgrading (Nam 2011).…”
Section: On-the-job Training and Learning In Tncsmentioning
confidence: 99%
“…However, there are now a growing number of studies looking into the innovation systems in China, for example, China's NIS and its transformation over the longer term (Gu et al 2009;Ping 2012), China's SIS (Xi, Lei, and Guisheng 2009), China's RIS (Kroll and Tagscherer 2009;Fu, Diez, and Schiller 2012), linkages between Chinese innovation systems and innovation capabilities at different levels (Yang, Lee, and Lin 2012), and comparative studies between nations (Wu and Fan 2010). These studies have contributed to developing understanding of formal Chinese systems of innovation, and have emphasised knowledge-push innovation activities.…”
Section: The System Of Innovation Approachmentioning
confidence: 99%
“…In the highly dynamic Chinese market, it is important to explore potential demand and attempt to meet consumer needs earlier and better than competitors (Xi et al 2009). The typical lead-time from idea to manufacture of the final product in a Shanzhai mobile phone producer is 30-45 days, while in mainstream companies this period could be 3 -6 months.…”
Section: Innovations To Reduce Lead-timementioning
confidence: 99%
“…This encourages component‐producing MNCs to invest in China to offer their customers a ‘global footprint.’ But it also provides an opportunity for indigenous Chinese producers to enter into newly emerging and more sophisticated foreign MNC supply chains. In any case, as indicated earlier, many capable Chinese suppliers have emerged who are chafing at the limits of their old export processing routines and are in a position to take advantage of such business (Chu, ; Thun, ; Xi et al ., ; Li, ). In cases where capable suppliers were difficult to identify immediately, MNC customers could work with suppliers to improve their production quality.…”
Section: Introductionmentioning
confidence: 99%