Technology transfer and innovation performance: Evidence from Chinese firms

Guan, Jian; Mok, C. K.; Yam, Richard C.M.; Chin, Kwai‐Sang; Pun, Kit Fai

doi:10.1016/j.techfore.2005.05.009

Cited by 122 publications

(81 citation statements)

References 17 publications

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“…The significant effect of TCTDEG and EXPDEG on HRPERF in improving product quality and employees' productivity will positively boost local innovation capabilities when the local employees' absorptive capacity, which is based on the employees' prior related knowledge and intensity of effort, is capable of absorbing, assimilating, and improving new technologies extracted from JVs (Cohen and Levintahl, 1990;Kim, 1998). The results are consistent with the previous TT literature findings where substantial TT has positively led to a higher potential of innovation performance/capabilities (Guan et al, 2006;Kotabe et al, 2007), and increase the technological capabilities and competitiveness (Madanmohan et al, 2004;Liao and Hu, 2007;Rodriguez and Rodriguez, 2005). The results has further extended the KT literature, in particular the general findings by Minbeava (2007), Pak and Park (2004), and Hau and Evangelista (2007) on the overall significant effects of knowledge transfer and acquisition on JV's performance.…”

Section: Discussionsupporting

confidence: 87%

“…The TT and KT literature have also acknowledge that a substantial transfer of technology regardless whether tacit or explicit technology will positively 1) lead to a higher potentials of innovation performance/capabilities (Guan et al, 2006;Kotabe et al, 2007)), 2) increase in technological capabilities (Kumar et al, 1999;Madanmohan et al, 2004), 3) enhance the competitive advantage (Liao and Hu, 2007;Rodriguez and Rodriguez, 2005), 4) enhance the organizational learning effectiveness (Inkpen, 2000;Inkpen and Dinur, 1998), 5) effect the productivity (Caves, 1974;Xu, 2000;Liu and Wang, 2003), 6) increase the technological development of local industry (Markusen and Venables, 1999), and 7) improve the economic growth of the host country (Blomstrom, 1990).…”

Section: Theory and Hypotheses: Degree Of Technology Transfer And Locmentioning

confidence: 99%

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Inter-Firm Technology Transfer and Performance in International Joint Venture Firms

Wahab¹,

Abdullah²,

Uli³

et al. 2010

IJBM

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The main objective of this paper is to empirically examine the effects of two distinct degrees of technology transfer: degree of tacit and explicit knowledge on two dimensions of performance: corporate and human resource performances. Using the quantitative analytical approach, the theoretical model and hypotheses in this study were tested based on empirical data gathered from 128 joint venture companies registered with the Registrar of Companies of Malaysia (ROC). Data obtained from the survey questionnaires were analyzed using the correlation coefficients and multiple linear regressions. The results revealed that degree of tacit knowledge, as a distinct dimension of degree of technology transfer, has a significant effect on both corporate and human resource performances; where its effect was much stronger on corporate performance. Similarly, degree of explicit knowledge has shown consistent strong significant effects on both corporate and human resource performance; where its effect on human resource performance was found much stronger than corporate performance. The study has bridged the literature gaps in such that it offers empirical evidence on the effects of two distinct degrees of technology transfer: degrees of tacit and explicit knowledge on two dimensions of performance: corporate and human resource performances in IJVs.

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Section: Discussionsupporting

confidence: 87%

Section: Theory and Hypotheses: Degree Of Technology Transfer And Locmentioning

confidence: 99%

Inter-Firm Technology Transfer and Performance in International Joint Venture Firms

Wahab¹,

Abdullah²,

Uli³

et al. 2010

IJBM

View full text Add to dashboard Cite

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“…Therefore, technology transfer can be defined by the movement of technology by the use of some communication channels from one place to another, for example, from a university to an organization, or from a country to another (Zhao and Reism 1992;Rogers et al, 2001;Guan et al, 2006). In fact, this movement involves any kind of activities and processes through incorporated products, processes or knowledge passed from one user to another (Bessant & Rush, 1993).…”

Section: Technology Transfermentioning

confidence: 99%

Brazilian Universities Incubators: A Panorama from Activities and GDP Perspective

Cruz¹,

Bezerra²,

Mendes³

2017

IJBM

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The entrepreneurship can collaborate to the economy and solve environmental problems by contributing to achieve the university third mission through the incubators process as the majority of technology transfer mechanisms. However, Brazilian universities incubators are less developed than the ones from United States and Europe. Therefore, this paper aims to explore Brazilian universities incubators from an activities and Gross Domestic Product (GDP) perspective. As a result, we identified 122 incubators that are from public universities, in their majority and work mainly in social entrepreneurship and base-technology sectors. Universities installed in cities with a high GDP have a restricted number of activities compared to other economic classes, as well as in lower class there are an interesting number of incubators focused on promoting and creating jobs and income generation, corroborating the role of the universities third mission. Incubators are still in consolidation in Brazil, which reflects the early stage of innovation in universities and industries. Recent studies are recommended in the area of incubator management and effectiveness of technology transfer.

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“…Technology transfer is an extensive, multifaceted, and dynamic process, which, when successful, is based on various factors (Kumar, Kumar, & Persaud, 1999;Walter, 2000) and occurred as a result of alliances formed between firms. It offers organizations new systems, technologies, and products, as well as improved technological processes (Hoffman & Girvan, 1990;Guan et al, 2006).…”

Section: Mediating Effect: Technology Transfermentioning

confidence: 99%

The Role of Strategic Technology Alliances (STA) Towards Organizational Performance in Manufacturing Industry: The Perspective of Developing Countries

Jabar¹,

Soosay²,

Khalid³

et al. 2015

ASS

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Purpose: This research investigates strategic technology alliances (STA) in Malaysian manufacturing firms and the impact on organizational performance. The outcomes of this paper shed light on the underpinning theories under Resource Based View (RBV) and Organizational Learning (OL) as an antecedent for the successful implementation of strategic technology alliances in the manufacturing industry. At the end of the paper provides a model that describing the success factor of strategic technology alliances en route to improve organizational performance and remain competitive.Design/methodology/Approach: Research conducted through survey design by collecting questionnaires from 335 Malaysian manufacturers. The empirical analysis performed by using structural equation modeling (SEM) to represent the findings as this statistical method is more robust compared to others. Findings:The empirical analysis show that absorptive capacity, type of alliance and strategic technology alliance has positive relationship towards improving organizational performance in terms of market share, profit, sales level and manufacturing capabilities. However, in the other coin, resource base availability is insignificant towards organizational performance. Furthermore, technology transfer also only partially mediates STA and organizational performance. Despite the onset of successful alliance formation and resultant technology transfer, firms still need to invest in developing their resources, employee skills, production methods and industrial processes in order to sustain their competitiveness in the global economy.Originality/value: Many organization embrace technology transfer as part of the strategic weapons to maintain business sustainability. However, there is lack of empirical evidence profiling the antecedent on how organization could success in becoming the developers of their own technology. Therefore, this research attempts to provide a model as guidance to managers in developing country as a key to success in forming technology alliances with foreign countries.

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Technology transfer and innovation performance: Evidence from Chinese firms

Cited by 122 publications

References 17 publications

Inter-Firm Technology Transfer and Performance in International Joint Venture Firms

Inter-Firm Technology Transfer and Performance in International Joint Venture Firms

Brazilian Universities Incubators: A Panorama from Activities and GDP Perspective

The Role of Strategic Technology Alliances (STA) Towards Organizational Performance in Manufacturing Industry: The Perspective of Developing Countries

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