Becoming an intellectual monopoly by relying on the national innovation system: the State Grid Corporation of China's experience |
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| Institution: | 1. Faculty of Economics and Business, Department of Innovation Management and Strategy, University of Groningen, Nettelbosje 2, Groningen, AE 9747, the Netherlands;2. Max Planck Institute for Innovation and Competition, Marstallplatz 1, 80539 Munich, Germany;3. Rotterdam School of Management, Department of Strategic Management and Entrepreneurship, Erasmus University Rotterdam, Burgemeester Oudlaan 50, 3062 PA Rotterdam, the Netherlands;1. Institute of Management Research, Radboud University Nijmegen, Heyendaalseweg 141, 6525 AJ, Nijmegen, the Netherlands;1. Technology & Policy Research Initiative, Boston University, United States;2. Stern School of Business, New York University, United States;1. Grenoble Ecole de Management, F-38000, Grenoble, France;2. IREGE, Université Savoie Mont Blanc, Annecy-le-Vieux, France;1. Tilburg School of Economics and Management, Tilburg University, Tilburg, Netherlands;2. Leeds School of Business, University of Colorado, Boulder, CO 80309-0419, United States;3. Indian School of Business, Hyderabad, India |
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| Abstract: | This paper examines the origins of global leaders under intellectual monopoly capitalism. State Grid Corporation of China (SGCC), the leading firm in artificial intelligence applications for the energy sector, became an intellectual monopoly relying heavily on China's national innovation system –particularly public research organizations and public funding, and innovation and energy policies. SGCC is unique because it did not rely on technology transfer from global leaders, unlike other national champions from developing or emerging countries. We provide evidence that contributes to thinking that SGCC first became a national intellectual monopoly and only afterwards expanded that monopoly globally. We empirically study SGCC's innovation networks. We proxy them using big data techniques to analyze the content, co-authors and co-owners of its publications and patents. Results also suggest that SGCC is capturing intellectual rents from its increasingly transnational and technologically diverse innovation networks by leveraging its national innovation system. |
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