International technology transfer: strategies for success

Keller, Robert T.; Chinta, Ravi

doi:10.5465/ame.1990.4274793

Cited by 53 publications

(30 citation statements)

References 3 publications

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“…Although the role of cultural values in knowledge diffusion is examined in several studies such as Kedia and Bhagat (1988), Keller and Chinta (1990), Boschma (1999), Palich and Gomez-Mejia (1999) and Hussler (2004), the current research provides a theoretical foundation and discuss this effect in a dynamic context of local firms' knowledge learning and absorption and catch-up with MNEs. Our findings suggest that the traditional TGH may not always hold when cultural proximity is present.…”

Section: -------------------------------------------mentioning

confidence: 99%

“…Technology can be most easily transferred between countries of a same or similar culture and development (Kedia & Bhagat, 1988). Cultural proximity promotes knowledge exchange since cultural compatibilities between firms in countries with similar or shared values can act as a bond to technology or knowledge transfer (Keller & Chinta, 1990). …”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Cultural Proximity and Local Firms’ catch up with Multinational Enterprises

et al. 2014

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Abramovitz (1986) and Maddison (1979), among others, suggests that a firm or country behind the world innovation frontier can grow faster by imitating technologies already developed in technologically more advanced economies. The larger the technology gap between the firm or country and the world innovation frontier, the faster the catch up. In this sense, CPH is also known as the technology gap hypothesis (TGH) (Hussler, 2004).The traditional catch-up literature is descriptive, focusing on historical analysis of cross-country income convergence (Fagerberg, 1995). Recent literature contains econometric analysis of convergence or catch-up mainly at the macro level (e.g. Archibugi & Filippetti, 2011;Cameron, et al., 2005;Griffith, et al., 2009;Parente & Prescott, 1999), though there are a small number of micro level studies (e.g. Aiello, et al., 2011;Baily, et al., 1992;Bartelsman & Doms, 2000;Disney, et al., 2003;Lee, et al., 2012). Knowledge diffusion and imitation are essential for catch-up, but they are by no means automatic (Fagerberg, 1995). Following Ohkawa and Rosovsky (1973), Abramovitz (1994) adopts the concept of 'social capability' to explain catch-up, and a key element is technology.However, TGH is at its early stage, lacks a sound theoretical foundation for the determinants of social capability.More recent economic literature attempts to apply new growth theory (NGT) to explain convergence or catch-up between countries by emphasizing the role of externalities from not only international trade and foreign direct investment (FDI), but also a country's own technological capability (TC) (Archibugi & Filippetti, 2011;Balasubramanyam, et al., 1996). The business or management literature 3 also emphasizes TC. As argued by Dyker and Radošević (2001), whether the follower can catch-up depends on its ability to assimilate technology and brings its own knowledge stock up. China provides an ideal context for addressing these questions. Since its economic reform and opening up in 1978, Chinese foreign trade has grown by approximately 15% per year, and FDI into China is now more than US$ 80 billion a year (Lau & Bruton, 2008). China has already become a major destination for FDI in the world and a trading nation of global rank (OECD, 2008). There are two

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confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Cultural Proximity and Local Firms’ catch up with Multinational Enterprises

et al. 2014

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“…This model does not include any prescription for successful transfer. Keller and Chinta's (1990) integrative model, however, provides some strategic guidelines for this purpose. Although this model focuses on the success of the transfer process, there is no discussion on the post transfer performance of the technology.…”

Section: Literature Reviewmentioning

confidence: 99%

Is it possible to control and optimize technology transfer process?

Falco

2012

J Innov Entrep

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Is it possible to control and optimize technology transfer process? Engineers and quality practitioners are often faced with the problem of determining the optimal choice of key factor in the tolerance process evaluation regarding the quality of the process to be monitored. To guarantee a prefixed quality level of the monitored process, lower specification limit (LSL) and upper specification limit (USL) for a certain quality characteristic have been determined. These limits, LSL and USL, could be defined as μ − δσ and μ + δσ, respectively, where δ > 0. Here, the key factor δ represents the number of standard deviations at which each specification limit is located from the process mean. This paper shows an innovative use of SPC tools in a different field aspect, one in which they are usually employed. Generally, these instruments are used for the control of the industrial process or service, but they could be used in an innovative way to control and to optimize a particular process: the technology transfer process. When determining the key factor level, it is important to consider a trade-off between costs incurred by the supplier, in terms of technology offer, and the user, in terms of technology request, of the process examined. This paper shows how these costs are quantified and integrated; it also shows how a particular mathematical tool, the Lambert W function, is incorporated into this choice optimization problem by deriving a closed-form solution. This proposed model and solution may be appealing to managers and technology transfer operators since the Lambert function is found in a number of standard optimization software. Experimental results are presented and related to a real data set of technology transfer actions developed by the Technology Transfer Office.

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“…Keller and Chinta (1990) state that some strategies could be used to improve technology transfer capability, such as decentralized matrix-type organizational structures for easier exchange of ideas; interaction between subsidiaries, in which professionals from one subsidiary spend a certain time at another to learn or to transfer knowledge; hiring staff from countries in which the subsidiary is already established or plans to become established, in order to assimilate cultural differences; and obtaining an understanding of local and idiosyncratic control, compensation and goal policies .…”

Section: Worker Exchange Programsmentioning

confidence: 99%

Knowledge transfer in product development: an analysis of Brazilian subsidiaries of multinational corporations

Schreiber

Vilela²,

Vargas

et al. 2011

BAR, Braz. Adm. Rev.

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Several studies about knowledge transfer in multinational corporations have found that the process is influenced by factors such as absorptive capacity, tacit knowledge and power relations, all of which impact knowledge sharing strategies between corporate headquarters and foreign subsidiaries. A multiple case study of Brazilian subsidiaries of three multinational corporations using in-depth interviews, based on a conceptual model consisting of four propositions, was conducted to identify factors linked to the knowledge transfer process and to assess their influence on that transfer. The first proposition tries to assess explicit knowledge, primarily through the use of IT tools; the second analyzes the role of the subsidiary within the corporate network and how it influences the degree of knowledge sharing. The third assesses the influence of subsidiary absorptive capacity and the fourth analyzes the impact of worker exchange programs on knowledge sharing between headquarters and foreign subsidiaries. Study results confirm the four propositions and enable the identification of relationships between factors, especially explicit knowledge and worker expatriation as complementary factors in knowledge transfer strategies.

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International technology transfer: strategies for success

Cited by 53 publications

References 3 publications

Cultural Proximity and Local Firms’ catch up with Multinational Enterprises

Cultural Proximity and Local Firms’ catch up with Multinational Enterprises

Is it possible to control and optimize technology transfer process?

Knowledge transfer in product development: an analysis of Brazilian subsidiaries of multinational corporations

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