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硅谷一直作为美国新兴产业园区的典范被赞许和仿效 ,而这一园区又被认为是以密集的网络化、小企业的创新性电子部门为基础的 ;人们还认为这种产业结构又赋予这个地区一种独一无二的合作、灵活和生机勃勃的性质。基于实际调研和资料分析 ,作者认为 ,硅谷的成功和文化在很大程度上是一些大机构 (即国防工业企业、美国国内大型企业的总部及其高技术分支机构和近期进入的外国公司 )存在和成功的结果。这些大机构之间的关系常常更带有竞争激烈、关系疏远、市场势力不平衡、与本地区之外的组织合作及组织内部相对较低的人事流动等特征。这一关系削弱了被新兴产业园区学者所称颂的这一地区的合作、创新以及治理条件。并且它们的所作所为势必提高这一地区从事商务活动的成本 ,加剧公司所在地的离心倾向及收入分配中的二元分化。硅谷并不像许多人所想象的那样容易复制 ,作为一个地区性的典型 ,它也不应该得一个真正的高分。
Silicon Valley has been praised and emulated as a model for the nascent industrial park in the United States, which is also thought to be based on a dense, networked, innovative electronics sector for small businesses; it is also believed that this industrial structure has given the region A uniquely collaborative, flexible and vibrant nature. Based on the actual research and data analysis, the author believes that the success and culture in Silicon Valley are to a large extent the existence of some large institutions (that is, the defense industry enterprises, the headquarters of the major domestic enterprises in the United States, their high-tech branches and the foreign companies recently entered) And the successful result. The relationships between these large institutions are often more characteristic of intense competition, estrangement, unbalanced market forces, cooperation with organizations outside the region and the organization’s relatively low internal turnover. This relationship has weakened the cooperation, innovation and governance conditions in this area, which have been hailed by academics in the new industrial parks. And what they are doing is bound to increase the cost of doing business in the area, exacerbating the centrifugal tendencies in the area where the company is located and the dualism in income distribution. Silicon Valley is not as easy to copy as many people think, as a regional model, it should not have a real high score.