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r&d Activities of Manufacturing Multinationals in China:Structure,Motivations and regional differences

China & World Economy 2010年第6期18卷 56-72页

作者： Kazuyuki Motohashi department of Technology management for Innovation School of EngineeringUniversity of Tokyo Faculty Fellow at research Institute of Economy Trade and Industry (RIETI)

This paper investigates the r＆d motivations of various multinationals operating in China, drawing on a large-scale, firm-level dataset of official Chinese statistics on science and technology activities. The present study shows that r＆d efforts in China have intensified for bothJbreign-owned and domestic firms, but less so for foreign-owned firms, perhaps because foreign-owned firms tend to operate on a foundation of technological capabilities developed within their home countries. Statistical analysis confirms that the major motivations for foreign r＆d in China are production-driven, not market-driven or technology-driven. Nevertheless, one sees significant variations in foreign r＆d strategies from region to region. Guangdong is characterized by production-driven r＆d. In Beijing, r＆d strategies tend to take a technology-driven approach, drawing on the clusters of scienl（fic institutions. In Shanghai, the r＆d efforts of multinationals tend to focus on support for market-driven r＆d,

关键词： China multinational r&d management

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Framework to design Type-based Transfer Processes Between Technology and Product development

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management Studies 2014年第6期2卷 357-372页

作者： Guenther Schuh Katharina Apfel Fraunhofer Institute for Production Technology Aachen Germany

To stay globally competitive, manufacturing companies are increasingly under pressure to bring new products and applications to market, improve existing products, and discover new technologies to produce them at a lower price. New technological findings can enable companies to overcome these challenges. In practice, technology development associated with a long time horizon is often given a lower priority compared with short-term focused product development thus being stronger restricted by everyday business. More and more companies separate their technology development department from product development to promote technological innovations. due to this additional interface in the r＆d organization new problems arise, resulting in technologies not being implemented in products. The reasons for these problems amongst others concern wrong timing for the transfer or inadequate definition of responsibilities. In this paper of ongoing research, authors introduce a framework to design the transfer processes between technology development and product development. Although there are a number of options for designing the operative transfer, there is no regulatory framework specifying which configuration options are at this particular interface. The approach is to develop a model, which is able to design different company-specific transfer processes taking into account the object being transferred at this interface. Thus, for different objects to be transferred, different transfer processes are designed. The model＇s aim is to enable responsibility of the r＆d management to design their company-specific transfer processes to enable more technologies being implemented into products, thus giving the whole company the possibility to act more innovatively.

关键词： technology development product development interface management r&d management

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