National capacities to absorb and institutionalize external science and technology

Roessner, J. David; Porter, Alan L.; Xu, Huaidong

doi:10.1080/09537329208524086

Cited by 19 publications

(6 citation statements)

References 2 publications

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“…The main differences between outsourcing/offshoring and related offset can be explained by the fundamental purpose of related offset, which often is to enhance long-term economic development in the buying country (Ahlström, 2000). One proven way to promote economic development is through technological development of the sub-supplier (Sharif, 1986;Roessner et al, 1992); therefore, it is important within related offsets to create job opportunities through, for example, transfer of production. Furthermore, new or advanced technology is often requested, since the buyer wants to assimilate new knowledge into the domestic economy, where it can diffuse and stimulate growth (Stephen, 2014).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Technology transfer as a part of the business – inter-organizational transfer strategies based on experiences of aircraft production

Fredriksson

Malm²,

Madsen

2019

JGOSS

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The purpose of this paper is through a literature study and a study of the Saab offset cases to identify strategies to increase inter-organizational transfer capability. Design/Methodology/Approach Based on a literature study and a study of three of Saab's offset cases and Saab's process for technology transfer. Findings This study has identified inter-organisational transfer strategies based on the importance of the hierarchy of decision-making and the change from capacity transfers to capability transfers in offset business. 1) The type of performance goals set in the business agreement decides how to realise the transfer. 2) The hierarchy of decision-making create a need to align the understanding of the performance goals between the different parts of the organisation, which affect the plans for how to transfer knowledge between the organizational as well as the individual levels. 3) To reach the performance goals of the technology transfer there need to be a balance between the disseminative capability of the sender and the absorptive capability of the receiver. Limitations This study is based on a single case within a relatively unique industry with an offset perspective and production transfers. Therefore, there is also a need for future studies to confirm the identified relationships within outsourcing/offset within other industries and other types of transfers. Originality/value A change from capacity transfers to capability transfers in both outsourcing/offshoring and offset business indicates that more research should be placed on the disseminative capacity of the sender. The literature review revealed that the disseminative capacity of the sender has been the subject of less research than the absorptive capacity of the receiver.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Technology transfer as a part of the business – inter-organizational transfer strategies based on experiences of aircraft production

Fredriksson

Malm²,

Madsen

2019

JGOSS

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“…The difference in focus between transfers within related offset businesses and other types of transfers can be explained by the fundamental purposes of offset businesses, to enhance long-term economic development in the buying country (Ahlström, 2000). A way to raise economic development is through technological development (Sharif, 1986;Roessner et al, 1992); subsequently the transfer can be a facilitator or even a prerequisite when economic development is desired (Steenhuis and Bruijn, 2001). Viera et al (2014) confirm the relevance of Saab's business case with Brazil by concluding that international technology transfer has become an important part of Brazil's business strategy.…”

Section: Capability and Capability Gapmentioning

confidence: 99%

Bridging capability gaps in technology transfers within related offsets

Malm

Fredriksson

Johansen

2016

Journal of Manufacturing Technology Management

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Purpose – The purpose of this paper is to explore how capability gaps can be identified and how they can be dealt with in aircraft technology transfers in future offset deals. Design/methodology/approach – The study is based on lessons learned as identified from three case studies of technology transfers from Saab, a Swedish aircraft manufacturing company to South Africa, the Czech Republic, and India. Findings – The capability gap between sender and receiver has to be dealt with on two levels: on an organizational level; and on an individual level. It is proposed that the disseminative capacity constitutes the ability to assess the capability gap between the sender and receiver, and to convert this assessment to adaptations of the product and production process to include in an industrialization process. On the individual level, the capability-raising activities were connected to employees’ knowledge, personal development plans for the transfer of explicit knowledge, as well as on-the-job training to facilitate the exchange of tacit knowledge. Research limitations/implications – The research is based on case studies from one company. Therefore, it is necessary to confirm the proposed propositions through new case studies in other contexts as well as through survey-based research. Originality/value – The paper focusses on the context of offset and reports on actual experiences from a capability perspective of technology transfers within the aircraft manufacturing area. It proposes a structured way of identifying and bridging the capability gap within such transfers.

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“…Samli and Kosenko (1982) suggest including a market support service system in the transfer package. Indeed, research has shown China's ability to assimilate and to make effective utilization of technological knowledge has been rated as rather low, even among developing countries (Roessner, Porter & Xu, 1992).…”

Section: Dependism Dynamicmentioning

confidence: 99%

Cultural Perspectives of Information Technology: The Case of China

Lin

1996

Cross Cultural Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThis paper has two purposes. First, to explore the cultural context of information technology management in China: cultural tendency, dependism dynamic, and power distance dimension. Second, to apply them specifically to information technology management in China. In this regard, a large number of studies on the management and Chinese culture are cited. Five perspectives of information technology management are investigated: information technology properties, information technology infrastructure, management roles, human resources management, and entering into strategic alliances. General lessons can be learned about the ways in which information technology is managed, or should be managed, in developing countries.

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National capacities to absorb and institutionalize external science and technology

Cited by 19 publications

References 2 publications

Technology transfer as a part of the business – inter-organizational transfer strategies based on experiences of aircraft production

Technology transfer as a part of the business – inter-organizational transfer strategies based on experiences of aircraft production

Bridging capability gaps in technology transfers within related offsets

Cultural Perspectives of Information Technology: The Case of China

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