اکتساب تکنولوژی: روش ها و مفاهیم

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اکتساب تکنولوژي: .. روش ها و مفاهیم آزیتا کرمي پور ‎SLI ORL‏ 

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جایگاه " اکتساب تکنولوژي " در تدوین استراتژي تکنولوژي De Ra eae روش دستيابي به تکنولوژي زمان دستيابي به تكنولوژي . 

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Technolegy- Acquisition & Development ‏متا‎ ‎[ ‎۸ ‏متسیس‎ ‎۱ ۲ Appropriate Way of gaining access to technology Appropriate Source of Technology 

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TERMINOLOGY (Technology sourcing) .s3s):5 ‏فد منبع يابي‎ ع ا ا Technology Acquisition) ) ‏اكتساب تكنولوزي‎ * 

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ORGANIZATIONAL MODES OF TECH. SOURCING = Formal-modes: = More than 14 modes exist. * Informal modes 

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اتحاد ‎ALLIANCE‏ eee ere ees eee Bes ‏كنيد‎ [Or Sa eae ‏ا‎ Ree rere * دو متحد منابع (650۱1۲665)خود را به اشتراك بگذارند. ‎Re TACO a‏ ل ل ا 0 1 ‎٩‏ 

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۱۱236۱۱/۵ obs! (ALLIANCE هدف برقرري ارتباط به دست آوردن يك تکنولوژی یا نوآوري تکنولوژیك است. ۱۰۳ شرکت ۸۸ 

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انواع اتحاد اتحاد افقى (ع 1113066 یره وزیا اتحاد عمودي ‎Wertical Alliance)‏ 

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SCALE AND COMPLEMENTARY ALLIANCE Matra-Renault Renault ase aE PSA 5-2 

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A GENERAL FRAME FOR EXTERNAL TECHNOLOGY SOURCING Modes definition Index Allocation of Activities BC - Management of - Property - Financial the Activity > Exploitation Resources ۱۱ 0 resourced used ‏وومتبا0ومظ‎ ‎- Technological 0 

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ALLIANCE 0 Resources Activities Results Property of |iManagementi| | Prope san ‏ةم" إءا..‎ resources a ‏دابا‎ ‎+ us¢d 1 Exploitation 1 1 ‏تحار نان تن‎ ‏و‎ ۳ 7 ‏جح‎ ©9066 | ]© ea ‏م۳9 رم‎ 

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JOINT VENTURE Resources Activities Results eee Property of ||Management|| [ Property 060 ‏ظ2 لاي ةا‎ 15 used; ‏سمه ]مامد‎ ‏تن‎ ‎Technologi ‎1 ۳۹ ‏و مر‎ ae ‏هص جوم‎ +... / ‏م كن‎ ea "0 

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R&D OUTSOURCING SUB-CONTRACTING Resources Activities Results bee an oma ‏ل‎ ‎0 ‏رت لاي ةا‎ 05 ‏من‎ 1 ‏و‎ ‎29 6 ea ‏ه26‎ i ۱ sy ‏م۳5 ام‎ (0 9 

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Results 1 ۱ اك LICENSE PURCHASE Management 1 Activities Pea ‏جاسم‎ 05 2601 568 a5. وم موم Financial Technologi ew ا" 4 

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COMPLEMENTARY LICENSE PURCHASE ‎Activities Results‏ وم موم ‎oss oa | ec ueeiseetetc| Ml Mibcoae eee‏ تا = 05 رت لاي ةا 0 1 من ‎Technologi‏ ‏ل ‎ee qe a‏ ل ‎Physical‏ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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LICENSE SWAP CROSS- LICENSING iterates a || ‏وملعم‎ ۱۹ ‏ی‎ ‎Financial resources سمه ]مامد ‎Fai Technologi |‏ ‎ree aS 6‏ ‎qd 9‏ أت هم ا" : ۱ ‏توومامصطه16‎ 1 2 ۱ 111120 (9 Lene 

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FIRM TAKE OVER ( ACQUISITION) Resources Activities Results bee an oma ‏ل‎ ‎0 ‏رت لاي ةا‎ 05 used; ‏سمه ]مامد‎ ‏و‎ 8 (۳5 ‏تم‎ 4 ined qe ‏الج‎ J ‏م۳5 ام‎ | و۵3 

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MERGERS 1 = + شرکت ۸۸ و 

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CHARACTERISTICS OF TECHNOLOGY SOURCING MODES (SHILLING, 2005) میج تست ‎Por‏ مسج جاه واس طامط 0ك ا ‎power‏ ا اا ا ‎Leal‏ ‏9 ول تس یه سا ‎ee‏ ‎ee a See‏ 0 100 سين 2 سس ‎Nee‏ ۷ ع ‎ee a‏ سس ‎ated‏ ا ل ] 

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MODES USED IN IRANIAN HI-TECH ۳۱۳ Variety in Technology Sourcing Modes Joint Taje-over Firm take-over License 5 Complementary License purchase Peg m Number of cases R&D Outsourcing Joint venture Alliance RED Collaboration 50 after internal R&D, ice source of technology for 3 Patt esos and acquisition modes are used equally ‏و ا ا‎ 

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STEPS OF GAINING ACCESS TOA TECHNOLOGY ~ Choosing a mode (or a combination of modes) of TS = What are the characteristics of each mode? * What are determinants affecting modes of TS? * Choosing and monitoring source firm (partner) 

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SHILLING’S MODEL (2005) ‎a‏ 8 امسا 0 - 5 ‎Sed‏ 3 سل - 2 ل( سنج 5-6 7 ‏رس ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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HOFFMAN & SHAPER-RINKEL’S MODEL (2001) company linkages | { tee 55 fe | forfitting legal maintaining legal independence (merger) independence ener co-operation I minority | strategic majority interest | operative ‏ی‎ ‎interest wil 2 ontroliing | | Seperation) | (ajtiance) agreement آزیند کيمي پور لتر ملد 130 

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JOLLY’S MODEL آزیند کيمي پور لتر ملد 130 

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عوامل برون بنگاهي ‎Fone Res‏ نرخ نواوري تكنولوزيك ۳ 1 oe ead | ‏قوانين مالياتي‎ 

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RELATIONSHIP BETWEEN GROUPS هد سین تن ‎of TSMs‏ 

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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 ۲ Wa as determined by a government nstitute 

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CHOOSING A TECHNOLOGY SOURCING MODE (FORD, 1988) يس ا ‎Oe ak Cee‏ ۳ تا 0ك بدت تست ‎Oe‏ مج سا سا ‎vs‏ اس احج 0 شا اه تسه تساه سا سوه ‎bt‏ ‎é tower Ohad Chord 0‏ ‎Cera)‏ جرا ‎beers bikie ee) ve‏ سم 

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MAKE -BUY -ALLY ‏ی‎ AL., 2005) High ‎Medium‏ وميم ‎Low ‎Competence compared with best in market ‎ 

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TECHNOLOGY - RELATED DETERMINANTS 

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FIRM SPECIFIC DETERMINANTS ‎eel Cala‏ رن را ‎ ‎eel ‎ee ‎prea 6 (4) ‎soe he ES lll | ‎3 = Low, ۴ Semel ۱ ‎oon 0 oh ‏اد‎ ee ‏هنن‎ sale Been 1 80 ۳ =o ‎ ‎ ‎ ‎ ‎Conteh ete Successful ate ‏۲1 ‏60 اناد ‎ ‎ ‎ 

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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 the firm’s capabilities may be more : ۱۱۰۱۸۱۱: 

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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 ‏و‎ To obtain some of the necessary resources and capabilities To learn from the partner. ’ To share the cost and risks of projects. : cilitate the creation of a shared 

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CHOOSING THE PARTNER (SOURCE FIRM) Does the firm really have the technology/ capability which alors Does the firm give the technology as | think? * Establishing appropriate monitoring and governance mechanisms. ‏كيلا‎ = Should be socially created. Three level of making trust ۱ ‏تن‎ 105 ‏ا‎ ae tween 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 cee Established in 1983. GM's objective: a small car supply; 3 ing an idle plant; Reali RO ENR CIMNC(or-In elt et tat ic eMart Meal) GM about the value of the learning opportunity. ‏ا‎ oe Countering Honda and Nissan; ‎Waal clitecla ie Colt ce‏ ا 1 ا ومتموعا ‎ ‎ ‎ 

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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 ‏.الا نالا‎ ١ ‏عاممعم 5ه حصوعغ شق غاأناط طغتمك عالق8‎ who understood lean production, many of them with experience in NUMMI. ‎Technical Liaison Office (TLO) was established‏ م ‎‘acilitate knowledge transfer and ‎ ‎ ‎ 

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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 Ce arora eae oe ‏(ك0انات- و0اطات)‎ Cee pect cae eae ee) 

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DISNEY- PIXAR ALLIANCE 

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ار 

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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 desig ncepts and the way in which they are __ implemented in a particular component. architectural knowledge or knowledge about the ways in nts are integrated and linked together 

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KINDS OF PRODUCT INNOVATIONS (HENDERSON & CLARK, 1990) 

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JONES ET AL., 2000 Major Product ‏ک‎ Technology S-curve Ineremental Product & Process Innovation Major Process Innovation ‏ا‎ 4 ‏ورس وروی‎ PY, ‘Transitional Specific prc Em of Ferment Era of Incremental Change (Design Competition, Substitution) (Blaboration of the Dorninant Design) Emergence of ‘Dominant Design