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Article
Publication date: 3 April 2017

Weibao Li, Weiwei Wu, Yexin Liu and Bo Yu

The purpose of this paper is to explore how China’s manufacturers catch up with the forerunners through R&D cooperation by developing a new mode of latecomer–forerunner R&D…

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Abstract

Purpose

The purpose of this paper is to explore how China’s manufacturers catch up with the forerunners through R&D cooperation by developing a new mode of latecomer–forerunner R&D cooperation, i.e. the periphery–core mode, which provides a viable way for China’s manufacturers to obtain forerunners’ core knowledge from their periphery knowledge via knowledge spillover and knowledge transfer.

Design/methodology/approach

The paper first reviews the literature on R&D cooperation process in the catching-up context and knowledge management in R&D cooperation. Then, three cases of R&D cooperation between China’s advanced technology manufacturers and their forerunners are introduced, with emphasis on interactivities in R&D cooperation and knowledge spillover. On the basis of the multi-case study, the periphery–core mode of R&D cooperation between latecomers and forerunners is conducted.

Findings

The paper finds that the latecomers can catch up with their forerunners by acquiring forerunners’ core technology used in periphery R&D activities. Through formal and informal interactions, the forerunners’ core technology can be extracted and transferred to latecomers, which the latecomers can then absorb and further develop. Thus, it can be concluded that the periphery–core mode of R&D cooperation is a viable way for the latecomers to get access to forerunners’ core technology.

Originality/value

The paper contributes to the literature on the catching-up theory by developing the periphery–core mode as a new mode for the latecomers to catch up with the forerunners. It expands the understanding of the latecomer–forerunner R&D cooperation by focusing on the way that China’s manufacturers as latecomers catch up with the forerunners by accessing the forerunners’ core knowledge from their R&D cooperation in periphery knowledge. The paper shows the mechanism of knowledge transfer and spillover in R&D cooperation. The role of communications, especially informal communication between cooperation partners, is emphasized in this process. This study also provides a new perspective for cooperation partner selection by arguing that latecomers can choose their cooperation partners according to the periphery and core knowledge they possess, other than the relationship between them. Besides, this paper emphasizes the mutual support between knowledge transfer, knowledge spillover and knowledge absorption, which is necessary for latecomers to achieve successful catching up in periphery–core R&D cooperation.

Details

Chinese Management Studies, vol. 11 no. 1
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 7 April 2015

Weibao Li, Weiwei Wu, Bo Yu and Check-Teck Foo

This paper aims to argue for a China transmuting to fast overtake USA in innovation based on the extrapolation of past statistical trend. Case studies in self and co-innovation…

754

Abstract

Purpose

This paper aims to argue for a China transmuting to fast overtake USA in innovation based on the extrapolation of past statistical trend. Case studies in self and co-innovation are provided so that the documentation of the dynamics of knowledge flows and a brain-linguistic explanation is given as to why, in the future, the Chinese are likely to lead in innovation.

Design/methodology/approach

This paper illustrates a multi-method approach in research for Chinese Management Studies. First, the sociological background of China is highlighted (Mao Zedong’s aphorism). Second, insights from OECD patent database are utilized. Third, the use of comparative research and development case-studies: self-innovation (Chinese) and co-innovation (contrasting Japanese versus French cooperation with Chinese). Fourth, is the inter-disciplinarily approach wherein the assimilating of knowledge is related to recent advances in brain research. Fifth, emphasizing the different levels in organizing for innovation: national (China), organizational (SOE), group processes and person-to-person, synapses within individual brains.

Findings

Statistical trend suggests that China is transforming and is on the path toward overtaking the USA in innovation. When will this happen? Using extrapolation as an indication, China may surpass the USA by the 50 per cent mark within the next decade. Insights into the processes of self-innovation and co-innovation are provided. Authors argue for a brain-linguistic explanation (Hebb, 1949) for further understanding why China will eventually lead ceteris paribus innovation, a function of the human brain.

Originality/value

This paper highlights on the basis of statistical trends (using OECD database) a rising, innovative China that is poised to overtake the USA in the near future. A major contribution is in providing insights of interactional processes required to foster innovation: self and co-innovation (comparing Japanese and French). The critical brain-linguistic role as the rationale as to why the Chinese are given a greater, more developed brain power that will eventually surpass the West in innovation.

Details

Chinese Management Studies, vol. 9 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

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