The impact of cultural differences on technology transfer

Nguyen, Nguyen Thi Duc; Aoyama, Atsushi

doi:10.1108/jmtm-09-2013-0130

Cited by 25 publications

(12 citation statements)

References 48 publications

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“…The greater the contextual differences or the greater the social and cultural distance, the greater the change during the transfer and, the greater is the abstraction and application needed (Lillrank, 1995). It is important to be aware of the effects of cultural differences in values and to apply appropriate interfaces to decrease cultural differences (Nguyen and Nguyen, 2015;Steenhuis and Bruijn, 2007). Organized cross-cultural training can be applied to increase the sender's awareness of the contextual differences (Malm et al, 2011).…”

Section: 22mentioning

confidence: 99%

“…This way of working also facilitates the establishment of personal networks between the organizations, and contributes to knowledge and cultural exchange in social activities. Nguyen and Nguyen (2015) emphasize maintenance of a cooperative environment and transforming cultural values into business value to decrease the effects of cultural challenges (Nguyen and Nguyen, 2015): P2. To increase the sender's disseminative capacity and the receiver's absorptive capacity, PDPs and OJT is introduced.…”

Section: Bridging Capability Gaps In Technologymentioning

confidence: 99%

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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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Section: 22mentioning

confidence: 99%

Section: Bridging Capability Gaps In Technologymentioning

confidence: 99%

Bridging capability gaps in technology transfers within related offsets

Malm

Fredriksson

Johansen

2016

Journal of Manufacturing Technology Management

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“…Within this approach, we can consider strategies for the self-organization, communication patterns, preferential attachments, structural communities establishment. In the research by Nguyen and Atsushi (2015), cultural differences impact on efficient technology transfer (employees' understanding of quality; top managements' communication of clear goals and procedures for technology transfer; nature of collaborative teamwork and frequent communication about technical issues among experts and staff etc.) was empirically considered.…”

Section: Theoretical Basismentioning

confidence: 99%

Technology transfer management culture (education-based approach)

Omelyanenko

Semenets-Orlova

Хомерікі

et al. 2018

Problems and Perspectives in Management

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Research deals with the analysis of theoretical aspects of increasing the competence of scientists and experts, whose task is to work with technology as a good promotion of technology on the market with a view to its commercialization or search for technological solutions according to the tasks of the organization and to examine the startup methodology as a tool of improving the technology transfer skills efficiency. The new specifics of technology transfer management within the Education 3.0 paradigm are considered. In the paper, the authors analyze the technology transfer as important source of innovation creation and an integral part of business development. Target result of technologies introduction, implemented within limited period with limited resources as an innovative purpose of technology transfer, which is aimed at the best possible development of organization, is identified. The paper also suggests considering processes of technology development and technology transfer based on startup methodology.

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“…In line with this demand, Bockstedt et al (2015) explained how cultural characteristics impact problem-solving and innovation; Cao et al (2015) investigated how the degree of supply chain integration may be contingent on the culture of an organization. Other research reported how adequate managerial methods can reduce adverse effects of cultural difference in the case of Japanese-Vietnamese technology transfer (Nguyen and Aoyama, 2015). Notably, in a recent article, Oldham and Fried (2016) concluded that still more work needed to be done on the cultural impact on job design.…”

Section: Societal Contextmentioning

confidence: 99%

High task interdependence: job rotation and other approaches for overcoming ingroup favoritism

Wagner

Grigg

Mann

et al. 2017

JMTM

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Purpose The purpose of this paper is to investigate how the basic problem of ingroup favoritism in a setting of high task interdependence is addressed through an intervention strategy combining different approaches. Design/methodology/approach This paper reports on evidence from extensive field-based case research. It focuses on the holistic description of a single high-performance logistics setting and discusses the distinct but interrelated managerial approaches against the backdrop of behavioral theory. Findings Most notably, the authors examine how culturally specific factors such as people’s social ingroup-outgroup categorization is reduced through a continual rotation of jobs. Work relationships are purposefully depersonalized and consequently socially reframed through reference to the corporate philosophy. Likewise, behaviors, roles and responsibilities are redefined based on a purposeful reinterpretation of the corporate philosophy. The authors evaluate these desired behaviors against the background of the perceptions of work group members and describe how these guide actual behaviors. Practical implications The insights of this study exemplify how adverse behavioral effects that may occur in some socio-cultural contexts may be avoided through the appropriate design of operations. Originality/value This study employs a holistic approach to provide valuable insights into both practitioners and academics in the field of OM to counteract detrimental behavioral effects in real-world operations.

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The impact of cultural differences on technology transfer

Cited by 25 publications

References 48 publications

Bridging capability gaps in technology transfers within related offsets

Bridging capability gaps in technology transfers within related offsets

Technology transfer management culture (education-based approach)

High task interdependence: job rotation and other approaches for overcoming ingroup favoritism

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