ACHIEVING EFFECTIVE CROSS-BOUNDARY INNOVATION IN TECHNOLOGY-ORIENTED ENTERPRISES: A COMPARATIVE CASE STUDY

Abstract

Digital transformation and intensified industrial competition have made cross-boundary innovation an important route for technology-oriented enterprises seeking growth and value upgrading. This study applies complex adaptive system theory to compare Sixth Mirror, a little-giant small and medium-sized enterprise, with Meiya Optoelectronic, a listed single-champion enterprise. The analysis identifies three innovation dimensions: factor innovation, value-factor dual innovation, and value innovation. Cross-boundary innovation follows a stimulus-individual-response process in which an enterprise senses internal or external drivers, managers select an innovation direction according to organizational resources and the external environment, and the enterprise produces an innovation outcome through its response mechanism and effectors. Sixth Mirror's two attempts show how strong market sensitivity can be undermined by resource imbalance and managerial short-termism, while university-industry-research cooperation can improve the second attempt. Meiya Optoelectronic demonstrates how technological accumulation, endogenous value orientation, and mature decision-making support high-dimensional innovation. The comparison indicates that SMEs should consolidate technological advantages, strengthen value orientation, improve resource allocation, and introduce higher-quality decision support before entering new industries.