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每日免费获取报告 1 、每日微信群内分享5 最新重磅报告； 2 、每日分享当日 华尔街日报、金融时报； 3 、每周分享 经济学人 4 、每月汇总500 份当月重磅报告 （增值服务） 关注公号 回复 加入“起点财经”微信群。The Revolution in Energy Technology HAN 2004; Malerba et al., 1999, according to whom ‘A sectoral system is a set of products and a set of agents carrying out market and non market interactions for the creation, production and sale of those products’ Malerba, 2002 247. The SSI approach highlights a particular set of points knowledge and structure are key elements; the role of non-firm organizations such as universities, government organizations, local authorities and institutions, and rules of the game such as standards, regulations, labour markets; the dynamics and transformation of sectoral systems are also emphasized. According to Niosi and Zhegu 2010, the SSI approach emerging from the work of Malerba is as potentially fertile as the previous components of the innovation system perspective. The SSI addition sheds new light on the complexity of the innovation process and helps to understand the trajectories such as how sectoral systems interact with national and regional systems, how sectoral policies are to be understood in the light of national policies and why some countries pull ahead while others fall behind. The sectoral system of innovation includes the following components Note In this figure the x variable indicates time and y indicates performance cost reductions. Figure 1.1 Non-linearity in the performance of the solar energy system –1 0 1 –1 1 y y x 3 x HAN the outstanding results about the different components in the evolution are explored further in the chapters to follow see Figure 1.2. 1.3.2 The Evolution of the Sector According to the literature review produced by Malerba 2007, there are two basic models to study sector evolution sector life cycle models Industry Life Cycle ILC, based on the product life cycle PLC on one side, and history-friendly models on the other. Since the late 1970s, several studies using the PLC–ILC model have highlighted the fact that a large number of industries follow a life cycle in which a radical innovation and the related entry of new producers that introduce new products is followed by demand growth, a greater emphasis on process innovations Figure 1.2 The study reasoning route Developmental history Agent Product Interaction Evolution Organizations Scientists Technologies The sectoral system of innovation Interacting with national and regional system of innovation  Cluster  Small business  Policy driven Why did the Chinese solar PV industry develop rapidly without technological strengths and strong policy support HAN Utterback, 1994. But it has been convincingly shown that the dynamic sequences differ from one sector to another Klepper, 1997; Geroski, 2003; Malerba, 2007. Thus, individual-sector case studies are necessary to see the real industrial dynamics, particularly in high-technology sectors such as biotechnology, information technologies, nanotechnology and solar photovoltaic; these sectors became prominent after the PLC had adopted its canonical form in the 1960s and 1970s. In the meantime, some case studies have been developed using history-friendly models, for example in the computer sector Malerba et al., 1999; 2001, the pharmaceutical sector Malerba and Orsenigo, 2002, as well as in other industries such as software and chemicals. In this research quantitative analysis and the cases studied will be inte- grated to explore the evolution paths of the solar PV sector. 1.3.3 Star Scientists When any high-tech sector is studied, the contributions of the scientists need to be explored. Since Edith Penrose 1959 wrote the first scholarly work suggesting that the growth of firms depended on their human resources, highly qualified managers and industrial scientists have been in short supply and, in addition, existing companies are usually employing them. Those companies that are able to hire and retain this qualified human capital will have a sustained advantage over those who are not. On the basis of Penrose’s work, several successive lines of theoretical thought and empirical work appeared in the human resources and strategy fields, linking the competencies of the firm to its performance. The resource-based theory of the firm developed to argue that highly perform- ing firms based their advantage on a series of internal resources, among which human capital played a prominent role Barney, 1991. Sustained competitive advantage and the related sustained performance come from resources that ‘a firm controls that are valuable, rare, imperfectly imitable and not substitutable’ Barney et al., 2001, p. 625. These resources are composed of managerial, but also organizational and informational elements. A second line of thought came with the competence view of the firm. For these authors, resources are valuable only if they translate into compe- tencies the capacity to successfully combine those resources, incorporate new technical and scientific knowledge, and to attract venture and intel- lectual human capital, be it administrative, scientific or other. Resources are important if and only if they can be organized in such a way that they HAN 2010 argued that the competencies of the founders are key in new-technology-based firms. When they speak about competencies, they are referring to technical work experience; however, they found that new-technology-based firms have superior performance when the team of founders includes people with both economic-managerial and scientific and technical education. In addition, skilled human capital is able to search for new knowledge and new competencies. In sum, many empirical works have confirmed the link between manage- rial talent, including scientific and technical, and the long-term perfor- mance of the firm, particularly the high-technology-based firm Colombo and Grilli, 2005; Hitt et al., 2001. Also, advanced human capital is linked to innovation, attraction of venture capital and growth in a positive feedback loop. As founders with strong backgrounds in science and technology became more and more important in the high-tech firm’s development, scientists with the spirit of entrepreneurship have drawn the attention of researchers. Who will contribute more to the development of firms and sectors How do we recognize these scientists What are their ways of connecting aca- demic research with business entrepreneurship What is the performance of their academic entrepreneurship All the above questions need to be answered. But not all scientists can contribute to the development of the sector. Lynn Zucker and her colleagues at the University of California Los Angeles UCLA launched a small but influential addition to this line of thought. They argued that the biotechnology revolution was the work of star scientists, those biochemists, biologists, medical doctors and other scientists who had published a large number of articles and appeared as the inventors of several influential patents Zucker et al., 1994; Zucker and Darby, 1996. These stars were often the founders and advisors of biotech companies. In terms of the ways in which star scientists can contribute to the devel- opment of the firms, it is necessary to examine the role of the star scientist in the technology transfer from universities and institutes to the industries. Some of these roles include licensing their patents, establishing university spin-offs USO, getting listed on the board of directors of start-ups, acting as chief scientists and so on. As to the factors explaining the growth of these spin-offs, using a database of 149 university spin-off companies, Walter et al. 2006 argued that network capabilities and entrepreneurial orientation are key variables explaining the performance of these USOs. Other authors have found that spin-offs from different US universities have very different levels of performance. More entrepreneurial universi- HAN NIOSI_97817881156750_t colour.indd 6 24/10/2018 1519
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