Factors affecting the choice of technology acquisition mode An empirical analysis of the electronic.docx

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

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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

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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

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6

Factorsaffectingthechoiceoftechnologyacquisitionmode:

AnempiricalanalysisoftheelectronicfirmsofJapan,KoreaandTaiwan  OriginalResearchArticle

Technovation,Volume28,Issue9,September2008,Pages551-563

Shiu-WanHung,Ruei-HungTang

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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