Paternalistic leadership has been claimed to be one dominant leadership style in Asia. However, research failed to assess its comparability and applicability across East Asian contexts. The triad model of paternalistic leadership entails elements of authoritarian, benevolent, and moral character leadership. This article investigates the triad model of paternalistic leadership in mainland China, Japan, South Korea, and Taiwan. Paternalistic leadership occurs in an equivalent three-factorial structure indicating the applicability of the triad model, whereas some of the item intercepts vary between the four East Asian employee samples. These findings indicate generalizability of the meaning attributed to paternalistic leadership via three components, whereas the different measurement intercepts epitomize culture-specific scales across the four Asian contexts. The assessment of weak and strong measurement invariance is essential for an emerging cross-cultural research on paternalistic leadership by establishing evidence for the applicability and generalizability (including their boundaries) across cultural contexts.

This paper examines the relationship between R&D collaborations with local organizations in the host countries and the performance of overseas R&D bases, considering the types of collaborations. The result of an empirical analysis shows that, while collaborations with local companies in the same industry of the host country just enhance the efficiency of R&D activities, those with local universities, public research institutions, and companies in the different industries increase the overall R&D performance including the efficiency of R&D activities and the quality of technological outputs. Also, as a factor that enables companies to build external networks, the effect of the nationality of top manager and researchers of R&D bases is investigated. The result demonstrates that R&D bases with top managers from the home countries are less active in developing R&D collaborations with local universities and that, as the percentage of the researchers from the home countries increases, the R&D bases tend to develop R&D collaborations with local companies in the same industry, but they do not develop those with local universities and other research institutions.

No abstract

No abstract

The 'transfer of university technology' is not only a one-way transfer process of technological outputs matching a scientific discovery with a market need, but also the building of teams of university and business people working towards the common goal of technological knowledge creation. The role of university Technology Licensing Offices (TLOs) is to facilitate this long-term partnership. The result of a questionnaire survey of university TLOs in Japan (n=40) reveals that "individual type TLOs" (where TLO performance is merely the sum of each member's individual output) were fewer than expected, while "organizational type TLOs" (where TLO performance depends on organizational assets or collaboration among members) were dominant. Yet, when considering such factors as the TLO's mission, the members' employment status and previous occupations, and the time allocation for each TLO activity, differences among TLOs were observed. Hence, by analyzing these organizational factors, those affecting the TLOs' performance were identified. The implications of this research are that TLOs where either (1) the proportion of full-time or permanent members is high, or the number of staffs with previous work experience in private companies is important, or (2) the time allocation ratio between sales, legal affairs and strategic activities is approximately 6:2:2, may enjoy greater performance.