1995
DOI: 10.1080/00343409512331348783
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Technology, Organization and Export-Driven Research and Development In Austria'S Electronics Industry

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Cited by 23 publications
(7 citation statements)
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“…It is therefore not surprising that dynamic populations of networked and highly innovative firms have emerged and are usually pioneers in the sectors named above (see, for example, Suarez-Villa and Walrod 2003;Coombs and Georghiu 2002;DiMaggio 2001;Fischer et al 1999;Liebeskind et al 1996). Many of those firms are linked to other firms through networked alliances, or through outsourcing arrangements and joint ventures where networks are involved (see Suarez-Villa 2002a, andRobbins-Roth 2000;Cooke and Morgan 1998;Galambos and Sewell 1996;Suarez-Villa and Karlsson 1996;Suarez-Villa and Fischer 1995). Networked alliances may involve, for example, upstream links with firms that are research partners or collaborators, and downstream relations with customers who can provide valuable feedback on their products and innovations, or who may even become involved in product redesign efforts.…”
Section: Introductionmentioning
confidence: 99%
“…It is therefore not surprising that dynamic populations of networked and highly innovative firms have emerged and are usually pioneers in the sectors named above (see, for example, Suarez-Villa and Walrod 2003;Coombs and Georghiu 2002;DiMaggio 2001;Fischer et al 1999;Liebeskind et al 1996). Many of those firms are linked to other firms through networked alliances, or through outsourcing arrangements and joint ventures where networks are involved (see Suarez-Villa 2002a, andRobbins-Roth 2000;Cooke and Morgan 1998;Galambos and Sewell 1996;Suarez-Villa and Karlsson 1996;Suarez-Villa and Fischer 1995). Networked alliances may involve, for example, upstream links with firms that are research partners or collaborators, and downstream relations with customers who can provide valuable feedback on their products and innovations, or who may even become involved in product redesign efforts.…”
Section: Introductionmentioning
confidence: 99%
“…Here, innovating firms find a qualified work force, capable cooperation partners in business and research institutes (Suárez-Villa and Fischer, 1995;Howells, 1983;Ewers and Wettmann, 1980). Furthermore, spatial, technological and institutional proximity and specific resources are available that can generate significant externalities (Fischer et al, 2001).…”
Section: The Perspective Of the Region -From National To Metropolitanmentioning
confidence: 99%
“…With an improved understanding of these relationships, policymakers can assist in developing economically strong entrepreneurial clusters. Caution must be given, however, because tightly concentrated entrepreneurial or innovative clusters, though benefiting a local region, might have broader negative social impacts such as increasing income inequalities between neighboring regions in the same country (Suarez‐Villa and Fischer 1995).…”
Section: Resultsmentioning
confidence: 97%
“…Firms following technology‐leadership and/or differentiation strategies will also likely employ more highly skilled, highly educated individuals with consumption patterns tending toward higher‐end products and services, as well as an increased interest in quality of life and macro‐environmental issues (e.g., Holt 1998; Suarez‐Villa and Fischer 1995; Coleman 1983). Attracting and retaining an educated and scientific workforce is critical for firms pursing technology‐leadership and/or differentiation strategies.…”
Section: Research Hypothesesmentioning
confidence: 99%