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:اكتساب تكنولوژي
روش ها و مفاهيم
آزيتا كرمي پور
1390آذر ماه
در تدوين استراتژي تكنولوژي“ اكتساب تكنولوژي” جايگاه
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
ORGANIZATIONAL MODES OF
TECH. SOURCING
Formal modes:
More than 14 modes exist.
Informal modes
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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 .
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
(TECHNOLOGICAL ALLIANCE) اتحاد تكنولوژيك
هدف برقراري ارتباط به دست آوردن يك تكنولوژي يا نوآوري تكنولوژيك است .
Aشركت Bشركت
X ZYR
S T
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
انواع اتحاد
اتحاد افقي(Horizontal Alliance)
اتحاد عمودي(Vertical Alliance)
شركت
رقبا
مشتريان
تامين كنندگان
اتحاد عمودي
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
ALLIANCE
…
Resources
Financial
Technological
Human
Physical
Results
Property
Exploitation
P1 P2 Pn
Activities
Property of
resources usedManagement
P1 Pn P2
P1
P2
Pn
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
JOINT VENTURE
…
ActivitiesResources
Financial
Technological
Human
Physical
Property of
resources usedManagement
P1+P2+…+Pn
Results
Property
Exploitation
P1+P2+…+Pn
P1
P2
Pn
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
R&D OUTSOURCING
SUB-CONTRACTING
Resources
Financial
Technological
Human
Physical
Activities
Property of
resources usedManagement
P2
Results
Property
Exploitation
P1
P1
P2
P2P1
$
Workload
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
LICENSE PURCHASE
P2P1
$
technology
Resources
Financial
Technological
Human
Physical
Results
Property
Exploitation
P1
P1
P2
Activities
Property of
resources usedManagement
P1 P2
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
COMPLEMENTARY LICENSE
PURCHASE
Resources
Financial
Technological
Human
Physical
Activities
Property of
resources usedManagement
P1
Results
Property
Exploitation
P1
P1
P2
P2P1
$
Know-How
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
FIRM TAKE OVER ( ACQUISITION)
Resources
Financial
Technological
Human
Physical
Activities
Property of
resources usedManagement
P1
P1
P2
Results
Property
Exploitation
P1
P1,
P2
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
Internal R&D
SHILLING’S MODEL (2005)
- Acquisition
- Merger
- Joint venture
- Alliance
-Outsourcing
-Licensing
Going solo Collaborating
Chiesa’s Model
(2001)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
HOFFMAN & SHAPER-RINKEL’S
MODEL (2001)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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 -
-....
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
انتخاب روش مناسب
دستيابي به تكنولوژي
Firm -Specific
Factors
•Environmental
•Industrial
Selection of
TSMs
RELATIONSHIP BETWEEN GROUPS
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
MAKE –BUY –ALLY MATRIX (CHILD ET
AL., 2005)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
TECHNOLOGY – RELATED DETERMINANTS
Technical Uncertainty (-)
(+)
(+)
Technology Life Cycle
Commercial
Uncertainty Cooperation
(-)
Acquisition (+)
Internal
Development
(-)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
(-)
(+)
(+)
(-)
(+)
(-)
(-)
(+)
(+)
(-)
(+)
(-)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.”
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
J.V’S AGREEMENT
Toyota had operating responsibility for the plant (1984).
GM is allowed to contribute 16 managers.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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.
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
PATENTS
Distribution of registered patents(2005 -2008)Distribution of Non-registered patents (2005 -2008)
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
DISNEY- PIXAR ALLIANCE
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
ور پ ي رم ك ا ت زي ه –آ ا م ر ذ 1آ 3 9 0
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
