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科研成果如何有效地转化成生产力,一直都是科技管理界与学术界讨论的热点。我国科研院所具有较强的科研能力,取得了众多的科研成果,但在成果转化方面却很不理想。我国政府部门已经重视到这个严重的瓶颈问题,开始引导科研院所进行体制改革,以期建立它与企业之间畅通的合作渠道,但在改制的摸索过程中也出现了许多惯性的阻碍因素。德国航空宇航中心(DLR)在90年代初就提出了“研究型企业”的战略管理模式,将重点放在与企业的合作,寻找长期商业伙伴、孵化新兴企业等成果转化的关键环节上。DLR构建的创新模型,经过近十年的实际运用和不断地改进,已具有丰富的内涵和具体表现形式。
How scientific research results can be efficiently transformed into productivity has always been a hot topic discussed by the management of science and technology and academic circles. China’s scientific research institutes have strong scientific research capabilities and have achieved numerous scientific research results, but they are not ideal in the transformation of results. China’s government departments have taken this serious bottleneck problem seriously and began to guide scientific research institutes to carry out institutional reforms in order to establish a smooth channel of cooperation between them and enterprises. However, there have been many inertial obstacles in the process of restructuring. The German Aerospace Center (DLR) proposed a “research enterprise” strategic management model in the early 1990s. It focused on cooperation with companies, and looked for key links in the transformation of long-term business partners, hatching startups, and other achievements. . The innovative model constructed by DLR has been used in the past ten years and has been continuously improved. It has been rich in connotations and concrete forms of expression.