The IT Revolution and the Globalization of R&amp;D

Branstetter, Lee; Glennon, Britta; Jensen, Jakob D.

doi:10.3386/w24707

Cited by 19 publications

(18 citation statements)

References 38 publications

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“…Most semiconductor companies in Europe are also privately owned, with a few exceptions. The French and Italian governments 56 together own, for instance, STMicroelectronics Holding, which controls about 28% of European semiconductor firm STMicroelectronics. In Chinese Taipei, the "National Development Fund, Executive Yuan", the economy's public investment fund, owns about 17% of Vanguard International Semiconductor and 6% of TSMC, the world's largest contract foundry.…”

Section: Direct State Participation In the Semiconductor Value Chainmentioning

confidence: 99%

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Measuring distortions in international markets

2019

OECD Trade Policy Papers

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This paper is published under the responsibility of the Secretary-General of the OECD. The opinions expressed and the arguments employed herein do not necessarily reflect the official views of OECD countries. The publication of this paper has been authorised by Ken Ash, Director of the Trade and Agriculture Directorate. This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. The statistical data for Israel are supplied by and under the responsibility of the relevant Israeli authorities. The use of such data by the OECD is without prejudice to the status of the Golan Heights, East Jerusalem and Israeli settlements in the West Bank under the terms of international law. This document has been declassified on the responsibility of the Trade Committee under the OECD reference number TAD/TC(2019)9/FINAL.

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Section: Direct State Participation In the Semiconductor Value Chainmentioning

confidence: 99%

“…This is in spite of the short product cycles that characterise the semiconductor industry. Mueller, 2016 [56]), which have so far failed to translate into significant productivity increases (OECD, 2019 [57]).…”

mentioning

confidence: 99%

Measuring distortions in international markets

2019

OECD Trade Policy Papers

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“…Manufacturing and practically all other business processes and functions are characterised by high and increasing software-intensity which reinforces the globalisation of R&D (Branstetter et al, 2019). Consequently, even the manufacturing subsidiaries of multinational corporations (MNCs) often take up AI-specific R&D and/or become engaged in AI-supported product development, at least more often than previously.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Artificial Intelligence-Based Development Strategy in Dependent Market Economies - Any Room amidst Big Power Rivalry?

Szalavetz¹

2019

CEBR

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This paper investigates whether the activities of start-ups specialising in artificial intelligence (AI)-powered solutions could contribute to upgrading in dependent market economies. Mapping the ecosystem of Hungarian AI-solution providers, collecting, and analysing data of their solutions, activities, and performance, we identify the main mechanisms of AI-driven upgrading. We argue that AI-solution providers induce productivity and resource efficiency improvement at technology adopters by enabling process upgrading. By selling their services to the local subsidiaries of global companies, they intensify the local backward linkages of these companies. Increased local embeddedness of subsidiaries is an important manifestation of economic upgrading. Additionally, AIsolution providers diversify the drivers of growth. In dependent market economies, where export-oriented manufacturing activities controlled by efficiency-seeking foreign investors used to be the main (unique) growth engine, the activities of domestic-owned AI solution providers represent a new driver of growth: technology-oriented entrepreneurship. We found, however, that the economic impact of Hungarian AI-oriented ventures is limited, no matter how innovative their solutions are. Managerial implications include the indispensability of devising an adequate business development strategy and a value capture strategy. Without adequate entrepreneurial skills, and without being visible on the global stage of 'AI-start-ups to watch', the development prospects of even the most innovative ventures are limited. A key policy implication for supporting the scaling up of AI start-ups by promoting the adoption of AI-powered solutions and stimulating venture capital financing promises good return on public investments.

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“…On the one hand, companies need to become steadily more efficient to defend their market position. On the other hand, to defend their market position, companies should explore new impulses and embrace new digital trends to drive innovation [4,35,43]. Market incumbents, in particular, strive to develop capabilities that enable them to leverage their strengths (e.g., market position, product know-how, etc.)…”

Section: Introductionmentioning

confidence: 99%

Combining Individual and Organizational Capabilities: An Integrated Maturity Model for Ambidexterity

Huber

Renner-Mugono²,

Stahl

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Ambidexterity, the ability to simultaneously explore and exploit, has become a success factor to benefit from digitalization. Yet, especially for market incumbents, it is still challenging to develop needed capabilities for mastering ambidexterity. Existing work on ambidexterity lacks approaches for a holistic and combined perspective on the organization and the individual. Therefore, we develop an Individual and Organizational Ambidexterity Maturity Model (IOAMM) that provides holistic guidance for practitioners in approaching ambidexterity. Based on a literature review, our model consists of two dimensions for individual and organizational capabilities and is structured along five maturity stages. A preliminary evaluation with industry experts provides first feedback regarding comprehensiveness, consistency, and problem adequacy. Our IOAMM contributes to research by integrating two previously separate perspectives and extending both perspectives by a digital capability. For practitioners, it provides practical guidance for assessing and developing needed capabilities.

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The IT Revolution and the Globalization of R&D

Cited by 19 publications

References 38 publications

Measuring distortions in international markets

Measuring distortions in international markets

Artificial Intelligence-Based Development Strategy in Dependent Market Economies - Any Room amidst Big Power Rivalry?

Combining Individual and Organizational Capabilities: An Integrated Maturity Model for Ambidexterity

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