Factors affecting the choice of technology acquisition mode An empirical analysis of the electronic.docx
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Factors affecting the choice of technology acquisition mode An empirical analysis of the electronic.docx
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FactorsaffectingthechoiceoftechnologyacquisitionmodeAnempiricalanalysisoftheelectronic
3
Measuringbusinessperformanceinthehigh-techmanufacturingindustry:
AcasestudyofTaiwan'slarge-sizedTFT-LCDpanelcompanies OriginalResearchArticle
Omega,Volume37,Issue3,June2009,Pages686-697
Fang-MeiTseng,Yu-JingChiu,Ja-ShenChen
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AbstractAbstract|Figures/TablesFigures/Tables|ReferencesReferences
Abstract
Thenatureofcompetitioninthehigh-technologymanufacturingindustryhaschangeddramaticallyoverthelasttwodecades,andanyofthetraditionalindicatorsofbusinessperformanceareinsufficienttoday.Wehaveidentifiedanewsetoffinancialandnon-financialperformanceindicatorsthatcanbeusedbyhigh-techmanufacturingcompaniesandhavedevelopedabusinessperformanceevaluationmodel.Adataenvelopmentanalysis(DEA),ananalytichierarchyprocess(AHP),andafuzzymulti-criteriadecision-makingapproachareusedinthemodel.Datafromlarge-sizedthin-filmtransistorliquid-crystaldisplaypanelcompaniesinTaiwanwerecollectedviaafieldsurveyandfromvariouspublisheddatabasesandwerefedintothemodeltodeterminetherelativebusinessperformanceofthecompanies.Wehopethatourfindingswillhelphigh-techmanufacturingexecutivesdeterminetheircompanies’strengthsandweaknessesandleadtofutureimprovementsinbusinessoperations.
ArticleOutline
1.Introduction
2.Performanceevaluationmodeldevelopment
2.1.Identifyingperformancedimensionsandindicators
2.2.Determiningtherelativeweightofperformancedimensionsandindicators—theAHPmethod
2.3.Calculatingperformancescoresviatheevaluationmodel—afuzzymulti-criteriaapproach
2.4.Aggregatinganddeterminingtheperformancescoresforthesurveyedcompanies
3.BusinessperformanceevaluationofTaiwan'slarge-sizedTFT-LCDpanelcompanies
3.1.Datacollection
3.2.Weightsofperformancedimensionsandindicatorsforthesurveyedcompanies
3.3.Performancescoresandrankingsforthesurveyedcompanies
4.Discussion
4.1.Propositionsrelatedtoperformancedimensionsandindicators
4.2.Thecompanies’relativeadvantagesanddirectionsforimprovements
5.Conclusionsandfutureresearch
Acknowledgements
References
Purchase
4
Local“TestBed”MarketDemandintheTransitiontoLeadership:
TheCaseoftheKoreanMobileHandsetIndustry OriginalResearchArticle
WorldDevelopment,InPress,CorrectedProof,Availableonline26February2011
Yun-kyungWhang,MichaelHobday
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Summary
Thisarticleproposesthatapotentiallysignificantdimensionoftechnologicalcatching-upandthetransitiontoleadershipliesinthequalityanddynamicsofthelocalmarket,ratherthanintheexportmarketdemandastraditionallystressedincatchupstudies.BasedonanexploratoryanalysisoftheKoreanmobilehandsetindustryovertheperiodofthelate1980sto2005thepapershowsthatatransitiontoleadershipinhandsetswasshapedanddrivenbydomesticusers,localservicesuppliers(mobiletelecommunicationsoperators),favorablegovernmentpolicies,andstrongproducer–userlinksforgedbymanufacturersandoperators.Traditionally,localdemandinlatecomereconomieshasbeenconsideredtoosmallandunsophisticatedtostimulateinnovationandtoenablecatchingup.However,inthiscase,localdemandevolvedandactedasanimportant“testbed”fornewproducts,services,andtechnologies,shapingtherateanddirectionofthetechnologicaldevelopmentofbothlocalsuppliersandoperators.Theconclusionarguesthatwhiledirectimplicationsforotherdevelopingcountriescannotbedrawnfromasinglecase,futureresearchcouldidentifywhether,undercertaincircumstances,theroleoflocaldemandandtestbedmarketscouldhavewiderrelevanceforotheradvanceddevelopingnationsandothersectorsapproachingthetechnologyfrontier.
ArticleOutline
1.Introduction
2.Studiesofinnovationprocessesincatch-upeconomies
(a).Innovationcatchupstudies
(b).Latecomerinnovationtransitionissues
(c).Theroleofdomesticdemand
3.ThecaseofthemobilehandsetindustryinKorea2
(a).ThedevelopmentofacommercializedCDMAsysteminKorea
(b).Regulationofthemobileservicesector
(c).Theroleofoperatorsinsuppliercapabilitydevelopment
(d).Operatorsandtheinducementofhandsetinnovation
(i).Customersegmentation
(ii).Innovationinmobiledataservices
(iii).Innovationinotherservices
(e).ExportsofKoreansuppliers
(f).ThedeclineofMNCsuppliersintheKoreanmarket
(g).Testbedmarketdynamicsandinternationalcompetitiveness
4.Conclusion:
testbedmarketsinthetransitiontoleadership
Acknowledgements
References
Purchase
5
Industrialleadershipinscience-basedindustries:
Aco-evolutionmodel OriginalResearchArticle
JournalofEconomicBehavior&Organization,Volume72,Issue1,October2009,Pages390-407
FranciscoFatas-Villafranca,GloriaJarne,JulioSanchez-Choliz
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Abstract
Inthispaper,weseektoanalysetheroleofnationaluniversitysystemsincombinationwithtechnologicalandmarketfactorsassourcesofindustrialleadershipandindustrygrowthinscience-basedindustries.Weproposeamodelinwhichnationaluniversitysystemsandtheirrespectivenationalfirmsandindustriesareconsideredasco-evolving.Nationalfirmscompeteonaworldwidelevelandtheyrelyontheprogressofscienceandtheavailabilityofscientiststoinnovate.Astheglobalindustrydevelops,firmstrytomoldtheirnationaluniversitysystems,buttheyachievedifferentdegreesofsuccess.Apartfromhighlightingtheroleofinstitutionalresponsivenessasasourceofcompetitiveadvantage,ourmodelpointstotheaccesstoessentialinputsforproduction,thetechnologicalandstrategiccharacteristicsoffirms,theinternationaldiffusionofknowledge,andtheinitialdistributionofmarketdemandaskeysourcesofleadershipandindustrygrowth.Theinternationalmobilityofscientistsseemstofostertheemergenceofindustrialleadershipshifts.
ArticleOutline
Nomenclature
1.Introduction
2.Themodel
2.1.Production,growthanddemand
2.2.Innovationandtechnologicalchange
2.3.Institutions:
nationaluniversitysystems
2.4.Dynamicalequationsofthemodel
3.Themodel’sdynamics
3.1.Oneparticularcase:
themodelforoneisolatedindustry
3.2.Twonationalindustriescompetingonaworldwidelevel
3.3.Themodelwithnnationalindustriesinglobalcompetition
4.Simulations
4.1.Thesourcesofindustrialleadership
4.1.1.Analyzingtheinfluenceofeachfactorwithoutinternationaldiffusion
4.1.2.Analyzingtheinfluenceofeachfactorwithinternationaldiffusion
4.2.Estimatingtherelativeinfluenceofdifferentsourcesofindustrialleadership
4.3.Industrialleadershipshifts
5.Internationalmobilityofscientists
6.Conclusions
Acknowledgements
References
Purchase
6
Factorsaffectingthechoiceoftechnologyacquisitionmode:
AnempiricalanalysisoftheelectronicfirmsofJapan,KoreaandTaiwan OriginalResearchArticle
Technovation,Volume28,Issue9,September2008,Pages551-563
Shiu-WanHung,Ruei-HungTang
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AbstractAbstract|Figures/TablesFigures/Tables|ReferencesReferences
Abstract
Intoday'sglobalizedeconomy,enterprisesarefacingeverincreasingcompetitivepressures.Acommonlyadoptedstrategyforgainingnewtechnologiesandremainingcompetitiveistoacquireneededtechnologyfromexternalsources.Thegoalofthispaperistoidentifyinfluentialfactorsandtheirimpactusingamulti-factorialanalysisofthechoiceoftechnologyacquisitionmode.TheeffectofvariousfactorsonthesemodeswasstudiedbyexaminingasamplingoftheelectronicindustriesofJapan,KoreaandTaiwan.ApatentanalysiscombinedwithLogitRegressionismadeandtestedusingdataoftheseelectronicfirms.Theresultsindicatethatamongthefactorsanalyzedinthisstudy,thetechnologicalcapability(includingtechnologicallevel,technologicalinnovationandresearchanddevelopment(R&D)activities)ofafirmisthemostsignificantfactorininfluencingthedeterminationofthemodeoftechnologyacquisition.Finally,wediscussthesignificanceofresultsbasedonresourcetheoryandpresentourconclusionsandtheirimplications.Byhighlightingtheimportantlinksbetweenafirm'stechnologicalcapability,size,previousexperienceandrelevanceofitscoretechnologytothemodeoftechnologyacquisitioninthesetechnology-basedfirms,wehopetocastlightonthecontributionofvariousinfluentialfactorsonthedecisionmakingofthesemodesforfirmsinthesecountries.
ArticleOutline
1.Introduction
2.Analyticframeworkandhypothesis
2.1.Technologicalcapabilityandtechnologyacquisitionmode
2.2.Firmsizeandtechnologyacquisitionmode
2.3.Experienceandtechnologyacquisitionmode
2.4.Technologicalrelevanceandacquisitionmode
3.Methods
3.1.Sample
3.2.Measurementitems
3.3.Modelingmethod
4.Results
4.1.Licensingvs.cooperativeR&D
4.2.CooperativeR&Dvs.jointventure
4.3.Licensingvs.jointventure
5.Discussion
5.1.Technologicalcapability
5.2.Firmsize
5.3.Previousexperience
5.4.Technologicalrelevance
6.Implica
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