اکتساب تکنولوژی: روش ها و مفاهیم

اکتساب تکنولوژی: روش ها و مفاهیم

اسلاید 1: اكتساب تكنولوژي: روش ها و مفاهيم آزيتا كرمي پور آذر ماه 1390

اسلاید 2: جايگاه ” اكتساب تكنولوژي“ در تدوين استراتژي تكنولوژي آزيتا كرمي پور – آذر ماه 1390انتخاب تكنولوژي هاي اولويت دارزمان دستيابي به تكنولوژي روش دستيابي به تكنولوژي منبع: Chiesa 1996

اسلاید 3: آزيتا كرمي پور - آذر1388Technology Acquisition & DevelopmentNeed AssessmentAppropriate Way of gaining access to technologyAlternative Technologies(Technology Identification)Appropriate Technology(ies)(Technology Selection)Appropriate Source of TechnologyObtaining TechnologyTechnology Adoption & AdaptationTechnology ExploitationTechnology Diffusion

اسلاید 4: Terminologyمنبع يابي تكنولوژي (Technology sourcing ) انتقال تكنولوژي (Technology Transfer )اكتساب تكنولوژي ( (Technology Acquisitionآزيتا كرمي پور – آذر ماه 1390

اسلاید 5: Organizational Modes of Tech. SourcingFormal modes: More than 14 modes exist. Informal modes آزيتا كرمي پور – آذر ماه 1390

اسلاید 6: اتحاد Allianceدو( يا چند) متحد برقرار كننده اتحاد هدف معيني را در محدوده مشخص تعقيب كنند. 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. آزيتا كرمي پور – آذر ماه 1390

اسلاید 7: اتحاد تكنولوژيك ( Technological Alliance)هدف برقراري ارتباط به دست آوردن يك تكنولوژي يا نوآوري تكنولوژيك است. شركت Aشركت BXZYRSTآزيتا كرمي پور – آذر ماه 1390

اسلاید 8: انواع اتحاداتحاد افقي (Horizontal Alliance)اتحاد عمودي (Vertical Alliance)شركترقبامشتريانتامين كنندگان اتحاد افقي اتحاد عمودياتحاد عموديآزيتا كرمي پور – آذر ماه 1390

اسلاید 9: Scale and Complementary AllianceDesign ManufactureEquipmentEquipmentMarketingMarketingDistributionDistributionMatra-Renault Renault Design ManufactureDesign ManufactureEquipmentEquipmentFiat PSADesign ManufactureComplementary AllianceScale AllianceFinancialFinancialAllianceآزيتا كرمي پور – آذر ماه 1390

اسلاید 10: A general Frame for External Technology sourcingModes definition IndexAllocation of Resources Financial Resources Physical ResourcesTechnological resourcesKnowledge Skills (technical, managerial,…)Human ResourcesActivitiesManagement of the ActivityProperty of the resourced usedResults Property Exploitationآزيتا كرمي پور – آذر ماه 1390

اسلاید 11: Alliance…Resources FinancialTechnologicalHuman PhysicalResults PropertyExploitationP1P2 Pn Activities Property of resources usedManagementP1Pn P2 P1 P2 Pn آزيتا كرمي پور – آذر ماه 1390

اسلاید 12: Joint Venture…Activities Resources FinancialTechnologicalHuman PhysicalProperty of resources usedManagementP1+P2+…+PnResults PropertyExploitationP1+P2+…+PnP1 P2 Pn آزيتا كرمي پور – آذر ماه 1390

اسلاید 13: R&D Outsourcing Sub-ContractingResources FinancialTechnologicalHuman PhysicalActivities Property of resources usedManagementP2Results PropertyExploitationP1P1 P2 P2P1$Workloadآزيتا كرمي پور – آذر ماه 1390

اسلاید 14: License purchaseP2P1$technologyResources FinancialTechnologicalHuman PhysicalResults PropertyExploitationP1P1 P2 Activities Property of resources usedManagementP1P2آزيتا كرمي پور – آذر ماه 1390

اسلاید 15: Complementary License purchaseResources FinancialTechnologicalHuman PhysicalActivities Property of resources usedManagementP1Results PropertyExploitationP1P1 P2 P2P1$Know-Howآزيتا كرمي پور – آذر ماه 1390

اسلاید 16: License Swap Cross- LicensingP2P1Technology 1Technology 2Resources FinancialTechnologicalHuman PhysicalP1 P2 Activities Property of resources usedManagementP1P2Results PropertyExploitationP1P2آزيتا كرمي پور – آذر ماه 1390

اسلاید 17: Firm Take over ( Acquisition)Resources FinancialTechnologicalHuman PhysicalActivities Property of resources usedManagementP1P1 P2 Results PropertyExploitationP1P1,P2آزيتا كرمي پور – آذر ماه 1390

اسلاید 18: Mergersدو يا چند شركت با هم تركيب شده و شركت جديدي را بوجود مي آورند.شركت Aشركت BXZYRST+=ABSRXYZTآزيتا كرمي پور – آذر ماه 1390

اسلاید 19: 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 OutsourcingLowVariesLowHighMedium/High HighVariessharedMediumMedium HighLowsharedLowMediumYesYesYesSometimesSometimes YesYesYesSometimesNo NoSometimesYesSometimesYes آزيتا كرمي پور – آذر ماه 1390

اسلاید 20: Modes used in Iranian Hi-tech Firms 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)آزيتا كرمي پور – آذر ماه 1390

اسلاید 21: Steps of gaining access to a technology Choosing a mode (or a combination of modes) of TSWhat are the characteristics of each mode?What are determinants affecting modes of TS?Choosing and monitoring source firm (partner)Comprising cooperation strategy آزيتا كرمي پور – آذر ماه 1390

اسلاید 22: Internal R&D Shilling’s Model (2005) - Acquisition- Merger- Joint venture- AllianceOutsourcingLicensing Going soloCollaborating Chiesa’s Model (2001)آزيتا كرمي پور – آذر ماه 1390

اسلاید 23: Hoffman & Shaper-Rinkel’s Model (2001) آزيتا كرمي پور – آذر ماه 1390

اسلاید 24: Jolly’s Model Action Mode Access Mode Autonomous ApproachCo-operative Approach Develop the technology internally(Make) Acquire the technology(Buy)In-house R&D License purchaseComplementary License Purchase Firm take-overAcquiring one part of an innovative firm Sub-contracted R&DAll kinds of technological alliance such as:Equity R&D joint venture Non-equity R&D joint venture-Equity R&D ConsortiumJoint Venture-Joint take-over- …Source: Jolly, 1995آزيتا كرمي پور – آذر ماه 1390

اسلاید 25: عوامل موثر بر انتخاب روش دستيابي به تكنولوژي عوامل مربوط به تكنولوژيسيكل عمر تكنولوژينوع تكنولوژي ...عوامل درون بنگاهي توانمندي دروني بنگاه ظرفيت جذب بنگاه (Absorptive Capacity) اندازه بنگاه تجارب پيشين بنگاه در استفاده از روش هاي مختلف عوامل برون بنگاهي 1- عوامل وابسته به صنعت نرخ نواوري تكنولوژيك .... 2- عوامل محيطي قانون حمايت از حق مالكيت معنوي قوانين مالياتي .... آزيتا كرمي پور – آذر ماه 1390انتخاب روش مناسب دستيابي به تكنولوژي

اسلاید 26: Technology-related FactorsFirm -Specific FactorsExternal FactorsEnvironmentalIndustrialSelection of TSMsRelationship between groupsآزيتا كرمي پور – آذر ماه 1390

اسلاید 27: Korea legislations (Kim & Kim, 1985)The firms’ products characteristics should have: been developed with local patents or with a new technologyA domestic parts ratio of over 60 %Been developed for the first time in Korea without any technical collaboration from abroadquality comparable or better than foreign products as determined by a government R&D instituteOriginality and not an exact copy of foreign productUsed domestic parts only for critical functionsآزيتا كرمي پور – آذر ماه 1390

اسلاید 28: Choosing a technology sourcing mode (Ford, 1988)Internal R&D Alliances Joint Ventures Licensing in OutsourcingTechnology life cycle positionCategories of technology EarliestEarly EarlyLaterAll stage Most Distinctive Or critical Distinctive or BasicDistinctive or BasicBasic (External)External UrgencyLowestLoweLowerHighLow Commitment/investmentInvolvedHighestSharedSharedLowestNo commitment Company’s relative standingHighestSharedSharedLowestLowest/ Low آزيتا كرمي پور – آذر ماه 1390

اسلاید 29: Make –Buy –ally matrix (child et al., 2005)آزيتا كرمي پور – آذر ماه 1390

اسلاید 30: Technology – related DeterminantsTechnical Uncertainty (-)(+)(+)Technology Life Cycle Commercial Uncertainty Cooperation (-)Acquisition (+)Internal Development (-)آزيتا كرمي پور – آذر ماه 1390

اسلاید 31: firm specific determinantsInternal DevelopmentCooperationAcquisitionSuccessful past experiences in R&D Successful past experiences in cooperation Successful past experiences in acquisitionTechnological ResourcesHuman ResourcesReputation ResourcesAbsorptive capacityFirm sizeNo. of Patent (-)(+)(+)(-)(+)(-)(-)(+)(+)(-)(+)(-)آزيتا كرمي پور – آذر ماه 1390

اسلاید 32: Reasons for going soloAvailability of capabilitiesIf the firm has all necessary capabilities If the required capabilities are not fount in any partner Protecting proprietary technologiesControlling technology development and useTo have complete control on technology development because: Pragmatic reasonsCultural reasonsBuilding and renewing capabilitiesSometimes the potential for creating and enhancing the firm’s capabilities may be more valuable than the innovation itself.Lack of intellectual property rightsآزيتا كرمي پور – آذر ماه 1390

اسلاید 33: Building & Renewing Capabilities:Walt Gillette of Boeing (running Sonic Cruiser project): “Industry experience indicates that if the company doesnt create a new airplane every 12 to 15, years the needed skills and experiences will be gone.”آزيتا كرمي پور – آذر ماه 1390

اسلاید 34: Reasons for collaboratingTo Enable firm obtaining skills or resources more quicklyExample: Apple and Canon alliance on Laser WriterTo obtain some of the necessary resources and capabilitiesTo learn from the partner.To share the cost and risks of projects.To facilitate the creation of a shared standard. آزيتا كرمي پور – آذر ماه 1390

اسلاید 35: 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 groupsآزيتا كرمي پور – آذر ماه 1390

اسلاید 36: 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. آزيتا كرمي پور – آذر ماه 1390

اسلاید 37: Co-operation Strategycooperative strategy means the strategies both parties took in the further development of relationships, Includingterminating relationship, maintaining relationship extending relationship (Su et al. 2008) آزيتا كرمي پور – آذر ماه 1390

اسلاید 38: 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.آزيتا كرمي پور – آذر ماه 1390

اسلاید 39: J.V’s AgreementToyota had operating responsibility for the plant (1984). GM is allowed to contribute 16 managers. آزيتا كرمي پور – آذر ماه 1390

اسلاید 40: Knowledge Transfer in GMshort 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. آزيتا كرمي پور – آذر ماه 1390

اسلاید 41: 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. آزيتا كرمي پور – آذر ماه 1390

اسلاید 42: Patents Distribution of registered patents(2005 -2008)Distribution of Non-registered patents (2005 -2008)آزيتا كرمي پور – آذر ماه 1390

اسلاید 43: Disney- Pixar allianceآزيتا كرمي پور – آذر ماه 1390

اسلاید 44: آزيتا كرمي پور – آذر ماه 1390

اسلاید 45: 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.آزيتا كرمي پور - ارديبهشت 1387

اسلاید 46: آزيتا كرمي پور - ارديبهشت 1387Kinds of product innovations (Henderson & Clark, 1990)Linkage Between Component Core Concepts Reinforced Overturned Unchanged Changed

اسلاید 47: Jones et al., 2000آزيتا كرمي پور - ارديبهشت 1387