انتقال تكنولوژي2

:اكتساب تكنولوژي

روش ها و مفاهيم

آزيتا كرمي پور

1390آذر ماه

در تدوين استراتژي تكنولوژي“ اكتساب تكنولوژي” جايگاه

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انتخاب تكنولوژي هاي اولويت دار

زمان دستيابي به تكنولوژي روش دستيابي به تكنولوژي

Chiesa: منبع 1996

ر و پ كرمي ا ت ي ز ذر-آ 1388آ

Need Assessment

Appropriate Way ofgaining access to technology

Alternative Technologies(Technology Identification)

Appropriate Technology(ies)(Technology Selection)

Appropriate Source of Technology

Obtaining Technology

Technology Adoption & Adaptation

Technology Exploitation

Technology Diffusion

TERMINOLOGY

منبع يابي تكنولوژي(Technology sourcing)

انتقال تكنولوژي(Technology Transfer)

اكتساب تكنولوژي((Technology Acquisition

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ORGANIZATIONAL MODES OF

TECH. SOURCING

Formal modes:

More than 14 modes exist.

Informal modes

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اتحاد

ALLIANCE

نندمتحد برقرار كننده اتحاد هدف معيني را در محدوده مشخص تعقيب ك( يا چند) دو . دستيابي به يك تكنولوژي يا يك نوآوري تكنولوژيك

دستيابي به بازار ساير متحدان

.....

دو متحد منابع(Resources)خود را به اشتراك بگذارند.

از نتايج اتحاد هر دو متحد استفاده مي كنند.

در خارج از محدوده اتحاد مستقل باقي بمانند .

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(TECHNOLOGICAL ALLIANCE) اتحاد تكنولوژيك

هدف برقراري ارتباط به دست آوردن يك تكنولوژي يا نوآوري تكنولوژيك است .

Aشركت Bشركت

X ZYR

S T

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انواع اتحاد

اتحاد افقي(Horizontal Alliance)

اتحاد عمودي(Vertical Alliance)

شركت

رقبا

مشتريان

تامين كنندگان

اتحاد عمودي

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SCALE AND COMPLEMENTARY

ALLIANCE

Design

Manufacture

Equipment Equipment

Marketing Marketing

Distribution Distribution

Matra-Renault Renault

Design

Manufacture

Design

Manufacture

Equipment Equipment

Fiat PSA

Design

Manufacture

Co

mp

lem

en

tary

All

ian

ce

Scale

All

ian

ce

Financial Financial

Alliance

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A GENERAL FRAME FOR EXTERNAL

TECHNOLOGY SOURCING

Modes definition Index

Allocation of Resources

-Financial Resources

-Physical Resources

-Technological resources

-Knowledge

-Skills (technical,

managerial,…)

-Human Resources

Activities

-Management of the

Activity

-Property of the resourced

used

Results

-Property

-Exploitation

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ALLIANCE

…

Resources

Financial

Technological

Human

Physical

Results

Property

Exploitation

P1 P2 Pn

Activities

Property of

resources usedManagement

P1 Pn P2

P1

P2

Pn

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JOINT VENTURE

…

ActivitiesResources

Financial

Technological

Human

Physical

Property of

resources usedManagement

P1+P2+…+Pn

Results

Property

Exploitation

P1+P2+…+Pn

P1

P2

Pn

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R&D OUTSOURCING

SUB-CONTRACTING

Resources

Financial

Technological

Human

Physical

Activities

Property of

resources usedManagement

P2

Results

Property

Exploitation

P1

P1

P2

P2P1

$

Workload

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LICENSE PURCHASE

P2P1

$

technology

Resources

Financial

Technological

Human

Physical

Results

Property

Exploitation

P1

P1

P2

Activities

Property of

resources usedManagement

P1 P2

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COMPLEMENTARY LICENSE

PURCHASE

Resources

Financial

Technological

Human

Physical

Activities

Property of

resources usedManagement

P1

Results

Property

Exploitation

P1

P1

P2

P2P1

$

Know-How

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LICENSE SWAP

CROSS- LICENSING

P2P1

Technology 1

Technology 2

Resources

Financial

Technological

Human

Physical

P1

P2

Activities

Property of

resources usedManagement

P1P2

Results

Property

Exploitation

P1 P2

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FIRM TAKE OVER ( ACQUISITION)

Resources

Financial

Technological

Human

Physical

Activities

Property of

resources usedManagement

P1

P1

P2

Results

Property

Exploitation

P1

P1,

P2

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MERGERS

دو يا چند شركت با هم تركيب شده و شركت جديدي را بوجود مي آورند.

Aشركت Bشركت

X ZYR S T

+ = A B

SRX Y Z T

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CHARACTERISTICS OF

TECHNOLOGY SOURCING MODES

(SHILLING, 2005)

Speed Cost Control

Potential for

leveraging

existing Competencies

Potential for

developing

new competencies

Potential for

accessing other

firms' competencies

Internal

R&D

Alliances

Joint

Ventures

Licensing in

Outsourcing

Low

Varies

Low

High

Medium/

High

High

Varies

shared

Medium

Medium

High

Low

shared

Low

Medium

Yes

Yes

Yes

Sometimes

Sometimes

Yes

Yes

Yes

Sometimes

No

No

Sometimes

Yes

Sometimes

Yes

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MODES USED IN IRANIAN HI-TECH

FIRMS

0 10 20 30 40 50

R&D Collaboration

Alliance

Joint venture

R&D Outsourcing

Licensing In

Complementary License purchase

License Swap

Firm take-over

Joint Taje-over

Variety in Technology Sourcing Modes

Number of cases

• The most used mode is alliances, after internal R&D.

• Internal development is the major source of technology for Iranian firms.

• Cooperative modes and acquisition modes are used equally (77 cases versus 74 cases for acquisition)

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STEPS OF GAINING ACCESS TO A

TECHNOLOGY

Choosing a mode of TS

What are the characteristics of each mode?

What are determinants affecting modes of TS?

Choosing and monitoring source firm (partner)

Comprising cooperation strategy

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Internal R&D

SHILLING’S MODEL (2005)

- Acquisition

- Merger

- Joint venture

- Alliance

-Outsourcing

-Licensing

Going solo Collaborating

Chiesa’s Model

(2001)

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HOFFMAN & SHAPER-RINKEL’S

MODEL (2001)

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JOLLY’S MODELAction Mode

Access

Mode

Autonomous

Approach

Co-operative Approach

Develop the technology

internally

(Make)

Acquire the technology

(Buy)

In-house R&D

- License purchase

-Complementary License Purchase

-Firm take-over

-Acquiring one part of an innovative

firm

- Sub-contracted R&D

All kinds of technological

alliance such as:

-Equity R&D joint venture

- Non-equity R&D joint

venture

-Equity R&D Consortium

-Joint Venture

-Joint take-over

- …

Source: Jolly, 1995ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0

ژي عوامل موثر بر انتخاب روش دستيابي به تكنولو عوامل مربوط به تكنولوژي

سيكل عمر تكنولوژي-نوع تكنولوژي-

-...

عوامل درون بنگاهي

توانمندي دروني بنگاه -

بنگاه ظرفيت جذب --(Absorptive Capacity)

اندازه بنگاه -تجارب پيشين بنگاه در -

استفاده از روش هاي مختلف

عوامل برون بنگاهي عوامل وابسته به صنعت-1نرخ نواوري تكنولوژيك-

- ....

عوامل محيطي -2قانون حمايت از حق مالكيت معنوي -

قوانين مالياتي -

-....

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انتخاب روش مناسب

دستيابي به تكنولوژي

Firm -Specific

Factors

•Environmental

•Industrial

Selection of

TSMs

RELATIONSHIP BETWEEN GROUPS

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KOREA LEGISLATIONS (KIM & KIM,

1985)

The firms’ products characteristics should have:

been developed with local patents or with a new technology

A domestic parts ratio of over 60 %

Been developed for the first time in Korea without any technical collaboration from abroad

quality comparable or better than foreign products as determined by a government R&D institute

Originality and not an exact copy of foreign product

Used domestic parts only for critical functions

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CHOOSING A TECHNOLOGY

SOURCING MODE (FORD, 1988)

Internal

R&D

Alliances

Joint

Ventures

Licensing in

Outsourcing

Technology life

cycle position

Categories of

technology

Earliest

Early

Early

Later

All stage

Most Distinctive

Or critical

Distinctive or

Basic

Distinctive or

Basic

Basic (External)

External

Urgency

Lowest

Lowe

Lower

High

Low

Commitment/

investment

Involved

Highest

Shared

Shared

Lowest

No

commitment

Company’s

relative standing

Highest

Shared

Shared

Lowest

Lowest/

Low

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MAKE –BUY –ALLY MATRIX (CHILD ET

AL., 2005)

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TECHNOLOGY – RELATED DETERMINANTS

Technical Uncertainty (-)

(+)

(+)

Technology Life Cycle

Commercial

Uncertainty Cooperation

(-)

Acquisition (+)

Internal

Development

(-)

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FIRM SPECIFIC DETERMINANTS

Internal Development

Cooperation

Acquisition

Successful past experiences in R&D

Successful past experiences in

cooperation

Successful past experiences in

acquisition

Technological Resources

Human Resources

Reputation Resources

Absorptive capacity

Firm sizeNo. of Patent

(-)

(+)

(+)

(-)

(+)

(-)

(-)

(+)

(+)

(-)

(+)

(-)

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REASONS FOR GOING SOLO

Availability of capabilities If the firm has all necessary capabilities

If the required capabilities are not fount in any partner

Protecting proprietary technologies

Controlling technology development and use To have complete control on technology development

because:

Pragmatic reasons

Cultural reasons

Building and renewing capabilities Sometimes the potential for creating and enhancing the

firm’s capabilities may be more valuable than the innovation itself.

Lack of intellectual property rights

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BUILDING & RENEWING CAPABILITIES:

Walt Gillette of Boeing (running Sonic Cruiser

project):

“Industry experience indicates that if the

company doesn't create a new airplane every

12 to 15, years the needed skills and

experiences will be gone.”

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REASONS FOR COLLABORATING

To Enable firm obtaining skills or resources

more quickly Example: Apple and Canon alliance on Laser Writer

To obtain some of the necessary resources

and capabilities

To learn from the partner.

To share the cost and risks of projects.

To facilitate the creation of a shared standard.

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CHOOSING THE PARTNER (SOURCE

FIRM)

Does the firm really have the technology/ capability which I need?

Does the firm give the technology as I think?

Establishing appropriate monitoring and governance mechanisms.

Trust

Should be socially created.

Three level of making trust Between firms

Between groups

Between individuals of groups

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PARTNER SELECTION

Resource fit : the degree to which potential partners have

resources that can be effectively integrated into a strategy that

creates value.

Strategic fit: the degree to which partners have compatible

objectives and styles.

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CO-OPERATION STRATEGY

cooperative strategy means the strategies both parties took in the further

development of relationships, Including

- terminating relationship,

- maintaining relationship

- extending relationship (Su et al. 2008)

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NUMMI (NEW UNITED MOTOR

MANUFACTURING, INC.)

A 50-50 joint venture between GM and Toyota to assemble a new car.

Established in 1983.

GM’s objective:

a small car supply;

utilizing an idle plant;

Learning was a GM goal but there was no consensus within GM about the value of the learning opportunity.

Toyota’s objective:

Countering Honda and Nissan;

Learning to work with an American workforce.

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J.V’S AGREEMENT

Toyota had operating responsibility for the plant (1984).

GM is allowed to contribute 16 managers.

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KNOWLEDGE TRANSFER IN GM

short visits and the use of GM managers assigned to

NUMMI for two years.

Many managers became frustrated when they

reentered GM because they were unable to implement

the ideas they had learned from NUMMI.

Mr. Smith built a team of people who understood lean

production, many of them with experience in NUMMI.

A Technical Liaison Office (TLO) was established in

Fremont to facilitate knowledge transfer and influence

change in GM.

The alumni were able to teach others about the

meaning and value of the knowledge.

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IMPLICATIONS

NUMMI has become the centerpiece of GM’s efforts to adopt lean

manufacturing.

The first major application of NUMMI knowledge was a greenfield

site in Eisenach, Germany.

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PATENTS

Distribution of registered patents(2005 -2008)Distribution of Non-registered patents (2005 -2008)

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DISNEY- PIXAR ALLIANCE

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KINDS OF PRODUCT

INNOVATIONS (HENDERSON & CLARK, 1990)

a product is a set of components.

Component: a physically distinct portion of the product

that embodies a core design concept (Clark, 1985) and

performs a well-defined function.

successful product development requires two types of

knowledge;

component knowledge, or knowledge about each of the core

design concepts and the way in which they are implemented in a

particular component.

architectural knowledge or knowledge about the ways in which

the components are integrated and linked together into a

coherent whole.

ر و پ كرمي ا ت ي ز هشت -آ ب ي رد 1387ا

ر و پ كرمي ا ت ي ز هشت -آ ب ي رد 1387ا

KINDS OF PRODUCT

INNOVATIONS (HENDERSON & CLARK, 1990)

Incremental Innov.

Modular Innov.

Architectural

Innov.

Radical Innov.L

inka

ge

Be

twe

en

Co

mp

on

en

t

Core Concepts

Reinforced Overturned

Un

ch

an

ge

d

Ch

an

ge

d

JONES ET AL., 2000

ر و پ كرمي ا ت ي ز هشت -آ ب ي رد 1387ا