A Study in Relating Business Strategies, Technology Capabilities, Degree of Interactions and Performances of International Technology Transfer

• Main Authors: Chen, Pao-Chuan, 陳寶權
• Other Authors: Lee, Jia-Sheng
• Format: Others
• Language: zh-TW
• Published: 1997
• Online Access: http://ndltd.ncl.edu.tw/handle/62645459563516270034

碩士 === 靜宜大學 === 管理科學研究所 === 85 === 　　The business environment has been changing and impacting Taiwan since the late 1980''s. The labour-intensive market is in decline and unemployment increases every year. The government policy is to upgrade the industry by switching the labour-intensive industry to capital-intensive and technology-intensive ones, and to strengthen the competitive ability by high quality and high value-added products. Also, transferring advanced technologies from other countries and practicing R&D ourselves at the same time are the current ways of upgrading the industry. 　　The purpose of this study is to find the factors affecting performance of international technology transfer, including the following: 1. Do business capabilities affect technology transfer performances? 2. Does the degree of interaction during the transfer process affect technology transfer performances? 3. Do characteristics of technology affect the relationship between business capabilities and technology transfer performances? 4. Do competetive strategies affect the relationship between business capabilities and technology transfer performances? 5. Do characteristics of technology affect the relationship between interaction degree and technology transfer performances? Questionaires were mailed to 400 firms, and 81 completed questionaires were finally obtained. The net percentage of response is 20.25%. The countries of supplying technology include Japan, the United States and other countries. 　　The analysis with statistical methods produced the following findings: business capabilities, degree of interactions, competitive strategies and technology types correlate with the technology transfer performances. The higher the business capabilities, the better the performances. Interaction degree has a significant positive relationship with the performance. Better relationships or higher coordinations between technology suppliers and receptors result in better performances. There are interactive relationships between business capabilities, competitive strategies and performances. For higher business capability groups, companies adopting "prospector", "analyser" or "defender" types of strategies have better performances than those without any of the above strategies. However, for lower business capability groups, companies adopting only "analyser" type of strategies have better performances. When "process" type of technologies is to be transferred, better interactions result in better performances. But for "product" type of technologies, degree of interactions does not affect performances significantly.