Abstract

Global technological competition is intensifying, and key technology bottlenecks remain unresolved. This paper explores how new-type R&D institutions cultivate original innovation capabilities. Taking the National Institute of Biological Sciences, Beijing (NIBS) as a case study and comparing it with traditional university teams, the research analyzes policy documents, interview records, and research outputs. The study finds that macro-level institutional supply provides essential resources and legitimacy. Meso-level organizational resource orchestration translates this supply effectively, reducing administrative interference. At the micro-level, a focused cognitive environment is formed, boosting researchers’ motivation to explore. By integrating the resource orchestration perspective and the attention-based view, this paper enriches innovation theory and defines resource management as a form of cognitive governance.

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