Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.5-6.13
T. Leung
SummarySince 1978, the successful implementation of the Chinese ‘Open Door Policy’ has contributed dramatically to the growth of direct foreign investment (DFI), in particular through joint ventures. However, foreign negotiators always find Chinese negotiations very difficult. The difficulties arise from the complicated Chinese legal framework, the lengthy negotiation process required and a frequent lack of understanding of guanxi by the foreign negotiators. The Chinese legal framework is a powerful and bureaucratic process which aims to scrutinize DFI. It subtly determines the multistage sino-foreign joint venture negotiation process. Specific strategies are required to successfully manage this process. Their effective implementation requires foreign negotiators to have good guanxi with their Chinese counterparts. Patience is another key to successful negotiation in China. Foreign negotiators must be able to manage their negotiations at both the organisational and the personal levels. Negotiation at the ...
{"title":"Negotiating Joint Ventures in China: A Systematic Approach","authors":"T. Leung","doi":"10.5172/IMPP.1998.1.5-6.13","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.5-6.13","url":null,"abstract":"SummarySince 1978, the successful implementation of the Chinese ‘Open Door Policy’ has contributed dramatically to the growth of direct foreign investment (DFI), in particular through joint ventures. However, foreign negotiators always find Chinese negotiations very difficult. The difficulties arise from the complicated Chinese legal framework, the lengthy negotiation process required and a frequent lack of understanding of guanxi by the foreign negotiators. The Chinese legal framework is a powerful and bureaucratic process which aims to scrutinize DFI. It subtly determines the multistage sino-foreign joint venture negotiation process. Specific strategies are required to successfully manage this process. Their effective implementation requires foreign negotiators to have good guanxi with their Chinese counterparts. Patience is another key to successful negotiation in China. Foreign negotiators must be able to manage their negotiations at both the organisational and the personal levels. Negotiation at the ...","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85544179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.1.17
J. Carlopio
A better understanding of how to implement change can help technology-based organizations improve their own development processes as well as assist them in producing technologies that have a better chance of being taken up and applied. This article demonstrates how the process of implementing change at group and individual levels mirrors the organization's strategic innovation processes.
{"title":"Implementing Innovation and Technical Change","authors":"J. Carlopio","doi":"10.5172/IMPP.1998.1.1.17","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.1.17","url":null,"abstract":"A better understanding of how to implement change can help technology-based organizations improve their own development processes as well as assist them in producing technologies that have a better chance of being taken up and applied. This article demonstrates how the process of implementing change at group and individual levels mirrors the organization's strategic innovation processes.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77052671","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.2-3.3
D. Teece
Intellectual property (IP) developed in the course of R and D activities is not limited to that directly related to the intended outcomes of the research project; nor are the applications of the IP necessarily restricted to the product or technology under development. 'Know-how', the often complex set of experiences, understanding and skills developed within an organization in the course of addressing a given research problem, may not have all of the attributes required for legal protection, but it may well have considerable financial value to the firm. This article examines some of the benefits of accessing know-how, using the example of reusable software components, to improve productivity in new product development. Limitations of legal mechanisms for protecting IP in the software industry are reviewed. Organizational principles and structures which may improve the ability of innovative organizations to more profitably leverage know-how are suggested.
{"title":"Licensing and the Market for Know-how","authors":"D. Teece","doi":"10.5172/IMPP.1998.1.2-3.3","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.2-3.3","url":null,"abstract":"Intellectual property (IP) developed in the course of R and D activities is not limited to that directly related to the intended outcomes of the research project; nor are the applications of the IP necessarily restricted to the product or technology under development. 'Know-how', the often complex set of experiences, understanding and skills developed within an organization in the course of addressing a given research problem, may not have all of the attributes required for legal protection, but it may well have considerable financial value to the firm. This article examines some of the benefits of accessing know-how, using the example of reusable software components, to improve productivity in new product development. Limitations of legal mechanisms for protecting IP in the software industry are reviewed. Organizational principles and structures which may improve the ability of innovative organizations to more profitably leverage know-how are suggested.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73638383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.2-3.23
Lip-Bu Tan
SummaryVenture capital industries are developing rapidly in many countries in Asia. Some investment funds have been inspired by US investment successes, particularly in support of high technology start-ups. Venture capital (VC) industries in Asian countries have developed at very different rates and are enjoying different levels of success, particularly in those countries which have recently experienced severe currency and market corrections. This paper provides a snapshot of the history and current state of play of VC industries in several Asian countries. Although they are heterogeneous in wealth and management approach, Asian VC industries may be said to be generally investing in similar enterprises. With the exception of Taiwan, which is investing heavily in information technology, the majority of start-ups and new companies supported by Asian venture capital are not introducing new technologies.
{"title":"Trends and challenges in Asian venture capital","authors":"Lip-Bu Tan","doi":"10.5172/IMPP.1998.1.2-3.23","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.2-3.23","url":null,"abstract":"SummaryVenture capital industries are developing rapidly in many countries in Asia. Some investment funds have been inspired by US investment successes, particularly in support of high technology start-ups. Venture capital (VC) industries in Asian countries have developed at very different rates and are enjoying different levels of success, particularly in those countries which have recently experienced severe currency and market corrections. This paper provides a snapshot of the history and current state of play of VC industries in several Asian countries. Although they are heterogeneous in wealth and management approach, Asian VC industries may be said to be generally investing in similar enterprises. With the exception of Taiwan, which is investing heavily in information technology, the majority of start-ups and new companies supported by Asian venture capital are not introducing new technologies.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78452851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.5-6.23
Mitchell Hogg
Early stage biotechnology companies face daunting odds in their quest to bring their first products to market. Strategic alliances are a sound means of leveraging scarce resources to increase the biotechnology company's ability to build a successful business. This article draws upon experience in the USA to provide a series of tips to facilitate establishing productive business alliances.
{"title":"Partnering for success: Using strategic alliances to leverage resources","authors":"Mitchell Hogg","doi":"10.5172/IMPP.1998.1.5-6.23","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.5-6.23","url":null,"abstract":"Early stage biotechnology companies face daunting odds in their quest to bring their first products to market. Strategic alliances are a sound means of leveraging scarce resources to increase the biotechnology company's ability to build a successful business. This article draws upon experience in the USA to provide a series of tips to facilitate establishing productive business alliances.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89778141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.5-6.27
J. Marcure
SummaryLead times in concluding research contracts between R&D providers and industry often obscure reliable information about how the decision is made to contract the R&D provider. This study provides insights into credible information sources, perceptions and preferences influencing the decision, from the perspective of the potential client.Market research case studies conducted in government-funded R&D laboratories in the USA and Australia show how market research may help R&D organizations develop more effective marketing strategies. It can also help the R&D laboratory to establish staff business performance measures and to develop decision support tools to improve staff commercial skills.The similarity of results from the US and Australian studies provides indicators for improving marketing activities in other R&D-based organizations, such as universities or technology-based companies.
{"title":"Industry Clients’ Perceptions and Preferences for R&D Services: Indicators from Comparative Market Research Results","authors":"J. Marcure","doi":"10.5172/IMPP.1998.1.5-6.27","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.5-6.27","url":null,"abstract":"SummaryLead times in concluding research contracts between R&D providers and industry often obscure reliable information about how the decision is made to contract the R&D provider. This study provides insights into credible information sources, perceptions and preferences influencing the decision, from the perspective of the potential client.Market research case studies conducted in government-funded R&D laboratories in the USA and Australia show how market research may help R&D organizations develop more effective marketing strategies. It can also help the R&D laboratory to establish staff business performance measures and to develop decision support tools to improve staff commercial skills.The similarity of results from the US and Australian studies provides indicators for improving marketing activities in other R&D-based organizations, such as universities or technology-based companies.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86301748","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.4.30
G. Lundquist
Successful commercialization is achieved through a combination of product development and technology transfer. Indeed, neither development nor transfer are goals, but strategies for delivering better and more competitive products to the marketplace.
{"title":"Linking new technologies to market windows","authors":"G. Lundquist","doi":"10.5172/IMPP.1998.1.4.30","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.4.30","url":null,"abstract":"Successful commercialization is achieved through a combination of product development and technology transfer. Indeed, neither development nor transfer are goals, but strategies for delivering better and more competitive products to the marketplace.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87993591","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.2-3.21
Dato J Jeganthesan
The Malaysian government has recently launched a program of incentives to encourage investment and location in Malaysia by R and D providers and high tech companies. This article reviews the general climate for R and D investment and take-up in Malaysia and briefly describes some of the new government incentive programs which are increasingly attracting overseas companies (eg Invetech Australia) to the country.
{"title":"R and d facilities and incentives in Malaysia","authors":"Dato J Jeganthesan","doi":"10.5172/IMPP.1998.1.2-3.21","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.2-3.21","url":null,"abstract":"The Malaysian government has recently launched a program of incentives to encourage investment and location in Malaysia by R and D providers and high tech companies. This article reviews the general climate for R and D investment and take-up in Malaysia and briefly describes some of the new government incentive programs which are increasingly attracting overseas companies (eg Invetech Australia) to the country.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75454304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1998-01-01DOI: 10.5172/IMPP.1998.1.2-3.30
R. Kostoff
SummaryMetrics, those criteria applied to assess the potential, current or past performance of technologies and/or individuals, are of increasing interest to those involved in research commercialization. Debates on metrics focus to a considerable extent on mechanisms for ensuring the objectivity and credibility of the processes by which evaluation criteria are selected. Many experts have concluded that metrics commonly applied to S&T assessments suffer from the “you get what you measure” bias. This article presents ten principles and seven critical factors developed by the author in the course of extensive research into the development of effective metrics for assessing scientific and technological (S&T) outcomes.
{"title":"Metrics for planning and evaluating science and technology","authors":"R. Kostoff","doi":"10.5172/IMPP.1998.1.2-3.30","DOIUrl":"https://doi.org/10.5172/IMPP.1998.1.2-3.30","url":null,"abstract":"SummaryMetrics, those criteria applied to assess the potential, current or past performance of technologies and/or individuals, are of increasing interest to those involved in research commercialization. Debates on metrics focus to a considerable extent on mechanisms for ensuring the objectivity and credibility of the processes by which evaluation criteria are selected. Many experts have concluded that metrics commonly applied to S&T assessments suffer from the “you get what you measure” bias. This article presents ten principles and seven critical factors developed by the author in the course of extensive research into the development of effective metrics for assessing scientific and technological (S&T) outcomes.","PeriodicalId":13564,"journal":{"name":"Innovation-management Policy & Practice","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"1998-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82027940","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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