跨越"死亡之谷":国外概念验证中心的运行逻辑与中国路径优化OA

As an institutional innovation originating in the United States,Proof-of-Concept Centers effectively reduce the uncertainty of technology transfer by providing early-stage fund-ing,technical validation,and business mentoring.This study adopts institutional comparative analysis and multi-case study methods,selecting five representative countries—the United States,the United Kingdom,Germany,Singapore,and Israel—to conduct an in-depth analysis of the diverse models of their Proof-of-Concept Centers from dimensions such as government roles,organizational models,operating mechanisms,and funding sources.Based on this,it ex-plores a systematic development path suitable for China's national conditions.The study finds that although the five countries'Proof-of-Concept Centers differ in their models,their success-ful operation follows five common logics:a clear strategic positioning,with each country regard-ing them as core infrastructure of their national innovation system;a diversified funding ecosys-tem,forming a sustainable cycle of"government leverage,social amplification,and market rein-vestment";professional service capabilities,supported by a team of professional technology man-agers with backgrounds in technology,industry,and business;a strong resource network,effi-ciently integrating various resources as an innovation hub;and flexible operating mechanisms,adopting market-oriented approaches such as staged funding and milestone management.In con-trast,the construction of Proof-of-Concept Centers in China still faces deep-seated challenges,including vague strategic positioning,a shortage of professional talent,a single source of fund-ing,and a loose collaborative network.This study deepens the application of boundary organiza-tion theory in the field of innovation management at the theoretical level.At the practical level,it proposes that building a Proof-of-Concept system with Chinese characteristics requires coordi-nated efforts in five areas:strengthening top-level design by incorporating it into the national"15th Five-Year Plan"and implementing classified layouts;building a diversified funding ecosys-tem to cultivate"patient capital";innovating organizational models by promoting a"public insti-tution+corporate"operation and advancing the professional development of technology manag-ers;enhancing specialized service capabilities by creating a dual-track evaluation system for"technology+business";and persisting in open cooperation by deeply integrating into the global innovation network.