2) disruptive innovation
破坏性创新
1.
Research on the Disruptive Innovation Mechanism and Process Based on the Company Inside Venture Capital
基于公司内部风险投资的破坏性创新机理与过程研究
2.
The Innovation Strategy of Small and Medium-sized Enterprises Based on Disruptive Innovation
基于破坏性创新的中小企业创新战略研究
3.
mutual effect between technology and demand,it analyzes the patterns of technology substitution and interprets the formation mechanism of disruptive innovation,which makes the theory of disruptive innovation more abundant.
从推动创新的动力,即技术与需求相互作用的角度,分析了破坏性创新的技术替代模式,从技术层面解释了破坏性创新的形成机理,进一步完善了破坏性创新的理论体系。
3) destructive innovation
破坏性创新
1.
Market position on angle of destructive innovation;
论破坏性创新视角的市场定位
2.
This article companes the differences between maintaining innovation and destructive innovation in three ways of creating increasing enterprises.
为此,从电信运营商的角度出发,运用破坏性创新理论中创建增长型企业的3种方法,通过对比维持性创新与破坏性创新在电信新产品开发过程中的不同,发现了维持性电信产品与破坏性电信产品存在传统理念与现代理念的差异化市场细分策略,中高端市场与低端市场的差异化产品概念设计导向,反馈式与先验式的差异化收益预估方式,产品经理负责制与客户产品经理负责制的差异化资源整合模式。
3.
This paper expatiates on the ways by which new product with destructive innovation enters in the market.
对破坏性创新的市场进入方式进行了比较分析,认为破坏性创新的目标市场不一定是边缘客户,还有可能来自于原有主流市场上的客户,集中阐述了破坏性创新产品的市场进入的多种方式。
4) disruptive product innovation
破坏性产品创新
1.
Then,with a division into two kinds—business model innovation and disruptive product innovation-the paper gives a separate description of each kind,and also a compare between them.
进而把裂变创新分为商业模式创新和破坏性产品创新两种类型,并分别介绍和对比分析了两者的异同点。
5) Disruptive innovation Strategy
破坏性创新战略
6) Disruptive Innovation
破坏式创新
1.
The Mode and New 7-S s of Disruptive Innovation for Chinese Enterprises——From the Perspective of Hypercompetition;
中国企业破坏式创新的模式与新七S方法——基于超优势竞争的视角
2.
The one, who makes full use of hypercompetition in the long run, takes precautions and makes the disruptive innovation strategy about market, will succeed in the future.
谁运用超优势竞争眼光,高瞻远瞩,未雨绸缪,制定好市场的破坏式创新战略,谁就能获得未来的成功。
补充资料：创新性学习
所谓创新学习，就是要求学生在学习知识的过程中，不拘泥书本，不迷信权威，不墨守成规，以已有的知识为基础，结合学习的实践和对未来的设想，独立思考，大胆探索，别出心裁，标点、新思路、新问题、新设计、新途径、新方法的学习活动。
说明：补充资料仅用于学习参考，请勿用于其它任何用途。
参考词条