先进的技术创新管理是最佳技术创新业绩的保证, 技术创新审计是提高企业技术创新管理水平的一种有效方法。通过技术创新审计, 企业不但可以发现自身具有的优势束, 而且可以根据成长-均衡-新成长模型确定进一步提高创新管理水平的途径。本文从理论和实证的角度对该问题进行了分析与论证。

本文介绍了国外对技术创新源和领先用户的有关研究，在此基础上，对移动电话进行了创新源的研究，并根据研究结果进行了移动电话厂商的领先用户研究。将国外对创新源和领先用户的理论研究与企业的创新管理结合起来，以促进企业核心竞争力的提升。

社会资本为技术创新研究提供了新的研究方向。本文从理论和实践上阐述了社会资本与技术创新的关系，它表明，技术创新不仅是一个物质层面的创造工作，更是一个复杂的社会学过程。

技术创新作为企业资源结构有机化和高度化的核心动因，是当今企业生存和发展的源动力。而企业技术创新行为及其有效性在很大程度上受到国家战略、社会经济环境、生态环境的压力及企业自身发展战略的影响和制约。因此，必须以系统的观点、从战略的高度和组合的角度来研究企业的技术创新行为。本文从系统管理的角度，结合我国高技术与传统制造企业的案例分析，论证了技术创新与创新系统的关联、我国企业技术创新系统的框架，从而帮助中国企业从系统的高度来认识、运作组合技术创新。

For any developing country, it is important to accomplish the process from technology importation to assimilation and self-reliant innovation, and it must be aided by the capability-building of indigenous technological innovation. Thus the management of technology in China must include such a strategic issue. This paper, which based on the case study on Chinese firms, describes the pathways of improvement of indigenous technology innovation capability in the perspective of technology strategy, organizational change, and capital support.

This paper introduces the evolutionary process of technological innovation and technology management in Chinese enterprises since 1949. First, the transition of corporate management and technology management in China is introduced in comparison to Western-style management. Then, based on the historical description and case studies, the typical technology development process, especially the processes of technological acquisition, learning, and secondary innovation in Chinese enterprises, is analyzed. The integration between technology acquisition and in-house design and R&D is emphasized. The authors suggest that "assimilation and self-design upon imported technology" (3- I policy) is the suitable and vital technology development avenue for most Chinese firms. To accomplish such a technological avenue, coordination, which exists between product innovation and process innovation, corporate strategy and technology strategy, and technology evolution and organizational change must be organized well and dynamically. As Chinese firms face more severe competition than ever, more attention should be paid to the development of indigenous capabilities for technological innovation. The firms' innovation system (FIS), which emphasizes the infrastructure support for a firms entrepreneurship, R & D system, and organization, as well as high-talent personnel, should be established or improved. Thus, technology strategy and the technological innovation system are currently the two key issues of management of technology (MOT) in China and will continue to be into the coming century.

Technological learning plays a crucial role in the industrialization of developing countries, especially with the advent of globalization. The traditional 'staged' model (acquisition, assimilation, and improvement), which led to success in several developing countries during 60s and 70s, may no longer be feasible for countries whose technological learning is emerging. China, for instance, is experiencing a new form of technological learning. It integrates operational, tactical, and strategic learning, which corresponds to acquisition, assimilation, and improvement, respectively, and makes certain Chinese firms more likely to survive and grow in this turbulent time. Using information technology as a facilitator, the new technological learning has multiple objects, multiple sources, multiple subjects, and multiple methods. We develop a framework for the new technological learning and illustrate it by using a case.