The Innovation Capability Theory of Sporting Goods Enterprises, dated August 22, 2014, at 2:10 PM.
Chinese sporting goods companies have long relied on the comparative advantages of low-cost labor and domestic resources, taking full advantage of economic globalization to actively engage in international division of labor, which has led to rapid growth. According to statistics, China now holds more than 65% of the global share in sports goods production and has become the world's largest producer of independent sports products. However, many Chinese sporting goods firms started by imitating Western brands, with most operating as original equipment manufacturers (OEMs). These companies are typically small in scale, lack strong core competencies, and do not have well-established private brands. There are few sports products with independent intellectual property or advanced technologies, making them less competitive. As a result, these companies often remain as mere manufacturers rather than strong producers of sports equipment. It can be said that low technology content, heavy reliance on imitation, and similar issues have become major obstacles to the development of China’s sporting goods industry.
A key solution to this challenge lies in fostering innovation within these enterprises. Innovation is the soul of national development and the primary driving force behind corporate growth. The ability to innovate directly influences the competitiveness of sporting goods companies. This article explores how to enhance enterprise innovation capabilities, examines the pathways to improve the competitiveness of the industry, and offers new ideas and strategies for the healthy, coordinated, and sustainable development of sporting goods companies. This research holds both theoretical significance and practical value.
Corporate innovation capability theory began in the 1980s. Over nearly three decades, it has drawn insights from various disciplines, emphasizing multi-perspective and interdisciplinary approaches. One of its notable features is the broad application of innovative theories across different fields. Currently, research on corporate innovation spans areas such as industrial economics, management, marketing, sociology, and science and technology. Richard (2006) defined corporate innovation capability as the ability of a company to generate new ideas and convert them into marketable products. This capability is influenced by internal management, available resources, and market competition, requiring strong organizational coordination. From Richard’s definition, it is clear that enterprise innovation capability mainly involves two dimensions: organizational innovation and technological innovation.
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