dominique r. jolly chinese vs. foreign views regarding technology assessment: convergent or...
TRANSCRIPT
Dominique R. JOLLY
Chinese vs. foreign viewsregarding technology assessment:
Convergent or divergent?
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Sophia Antipolis Techno Park
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Background
1. A change in technology sourcing: from technology transfer to the developpement of indegeneous capabilities (Yam et al., 2004; von Zedtwitz, 2004)
2. Importation of soft managerial skills (Warner, 2002; Björkman, 2002; Wong and Slater, 2002)
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Research question
• A move towards Westernization?
• Does a tool developped in a Western context is used the same way by Western and Chinese managers?
Contribution of this research: Application to technology auditing
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Two opposite theses
Localization of the technology auditing tool?
.
Towards universal technology auditing model?
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Two opposite theses
Localization of the technology auditing tool?
• Chinese cultural values (Sheh, 2001; Weber et al., 2005; Lockett, 1988; Pun et al., 2000)
• Different environmental situations and different companies (De Bruijn and Jia, 1997)
• Chinese companies have stopped learning from the West
Towards universal technology auditing model?
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Two opposite theses
Localization of the technology auditing tool?
• Chinese cultural values (Sheh, 2001; Weber et al., 2005; Lockett, 1988; Pun et al., 2000)
• Different environmental situations and different companies (De Bruijn and Jia, 1997)
• Chinese companies have stopped learning from the West
Towards universal technology auditing model?
Globalization process / « best practices » and international business models
• Business education in China with foreign inputs
• China entrance in WTO
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Technology Assessment
Technology Managt• Abernathy and
Utterback, 1978; Foster, 1986; Teece, 1986; Roussel et al., 1991; Utterback, 1994; Combes, 1996; Bond and Houston, 2003; Prahalad, 1993; Khalil, 2000
Technology Audit
• Harris et al., 1981; Sethi et al., 1985; Capon and Glazer, 1987; Brockhoff, 1992; Ernst, 1998; Hsuan, 2001
• Jolly, 2003
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Potential value = Technological attractiveness
Accumulated value = Technological competitiveness
Technology Assessment
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Potential value = Technological attractiveness
Accumulated value = Technological competitiveness
Technology Assessment
• Market• Competition• Technique• Socio-political
• Technological resources
• Complementary resources
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Highattractiveness
Weakattractiveness
declining
low
narrow
high
difficult
threatening
spartan
emerging
high
wide
low
easy
supportive
generous
Market volume opened by technology
Marketfactors
Competitionfactors
Technicalfactors
Environmental factors over which the company has a weak control
Other criteriaPublic support for development
high
strong
low
low
exist
low
weak
high
high
non-exist
decreasing increasing
Competitors’ level of involvement
Competitive intensity
Impact of technology on competitive issues
Barriers to copy or imitation
Dominant design
Number of competitors
Potential for progress
Performance gap vis-à-vis alternative technologies
Threat of substitution technologies
Potential for unit-to-unit transfers
Societal stakes
Position of the technology in its own life-cycle
Span of applications opened by technology
Market sensitivity to technical factors
low
narrow
weak
high
wide
strong
Source: Jolly (2003)
MethodologyEvaluating technological attractiveness
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Strong position
Weakposition
none
low
weak
weak
low
unfavorable
behind
strong links
high
strong
strong
high
favorable
ahead
Origin of the assets
Technologicalresources
Complemen-taryresources
Internal factors over which the company can exert a strong control
Timetable relative to competition
low
low
low
low
undiffused
high
high
high
high
diffused
none many
Value of laboratories and equipment
Fundamental research team competencies
Applied research team competencies
Development team competencies
Diffusion in the enterprise
Registered patents
Financing capacity
Quality of relationships between R&D & Production
Quality of relationships between R&D & Marketing
Capacity to protect against imitation
Market reaction to the company’s design
Capability to keep up with fundamental S&T knowledge
Relatedness to the core business
Experience accumulated in the field
external
unrelated
no experience
internal
related
world-classplayer
Source: Jolly (2003)
MethodologyEvaluating technological competitiveness
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Methodology
Sample– Target: R&D / Sales > 4%, more than 100 employees– 50 companies = 10 Chinese + 40 foreign– 454 observations = 82 Chinese + 372 foreign
(463 before cleaning std < 1)
Statistical methods– Check for different perceptions: ≠ of means (t)– Check for underlying rationales: Factorial analysis
(Principal component analysis + Varimax) + Kaiser-Meyer-Olkin (KMO) test
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Industry types in the sample
Industry types Number of Chinese companies
Number of foreign companies
Specialized chemicals 4
Pharmaceuticals 1 5
Biotechnologies 1 1
Semiconductor 2
Electronic products 3 1
Telecommunication equipment 3 5
Medical technologies 1
Software 1 8
Automotive suppliers 3
Equipment / service for the industry 1 7
Defence and space 3
Total 10 40
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Attractiveness Origin N Mean t Signif. (bilat.)Market volume opened by technology C 82 6,76 ,340 ,734 F 371 6,68
Span of applications C 82 6,73 3,131 ,002 F 372 6,13
Market sensitivity to technical factors C 82 6,29 -2,416 ,017 F 371 6,84
Number of competitors C 82 5,37 -,105 ,916 F 371 5,39
Competitors' level of involvment C 82 5,16 -,066 ,948 F 372 5,17
Competitive intensity C 82 5,18 1,543 ,125 F 372 4,80
Impact of techno on competitive issues C 82 6,90 ,846 ,399 F 372 6,73
Barriers to copy or imitation C 82 5,84 -,159 ,874 F 372 5,88
Dominant design C 82 5,46 -,315 ,753 F 356 5,55
Position of the techno in its life-cycle C 82 6,00 -1,127 ,262 F 371 6,30
Potential for progress C 82 6,73 -,323 ,747 F 372 6,80
Performance gap / alternative technos C 82 6,12 -1,150 ,252 F 372 6,36
Threat of substitution technologies C 82 5,70 ,338 ,736 F 372 5,62
Ability to transfer the technology C 82 5,83 ,112 ,911 F 369 5,80
Societal stakes C 82 6,91 3,131 ,002 F 364 6,18
Public support for development C 82 6,17 8,439 ,000 F 362 3,77
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Competitiveness Origin N Mean t Signif. (bilat.)Origin of the assets C 82 6,83 -2,374 ,019 F 364 7,49
Relatedness to the core business C 82 7,07 -3,286 ,001 F 372 7,84
Experience accumulated in the field C 82 6,15 -5,444 ,000 F 372 7,40
Registered patents C 82 4,27 -4,416 ,000 F 366 5,61
Value of laboratories and equipment C 82 6,06 -2,162 ,032 F 371 6,59
Fundamental research team competencies C 82 6,67 3,509 ,001 F 366 5,84
Applied research team competencies C 82 7,07 ,954 ,342 F 368 6,88
Development team competencies C 82 7,38 1,463 ,145 F 371 7,12
Diffusion in the enterprise C 82 6,00 -,107 ,915 F 372 6,03
Capability to keep up with S&T knowledge C 82 7,02 ,867 ,387 F 370 6,83
Financing capacity C 82 6,38 -3,427 ,001 F 364 7,07
Quality of relationships R&D & Production C 82 6,94 -,010 ,992 F 356 6,94
Quality of relationships R&D & Marketing C 82 6,90 ,888 ,376 F 372 6,72
Capacity to protect against imitation C 82 5,73 -1,183 ,239 F 372 6,02
Market reaction to the company's design C 82 6,79 -,080 ,936 F 361 6,81
Timetable relative to competition C 82 6,28 -,722 ,472 F 371 6,43
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Attractiveness
Chinese sample• six factors solution• 70% of variance• KMO = 0.541
Foreign sample• six factors solution• 63% of variance• KMO = 0.697
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Factors Solution / Chinese data
1 2 3 4 5 6
Market volume opened by technology -,174 ,067 ,633 ,427 ,243 ,242
Span of applications -,193 ,003 ,152 ,648 -,241 ,344
Market sensitivity to technical factors ,064 ,312 ,000 ,811 ,138 -,205
Number of competitors ,728 -,107 -,015 ,190 ,069 ,045
Competitors' level of involvment ,768 ,001 -,057 -,100 ,023 ,002
Competitive intensity ,870 ,102 -,073 -,137 -,180 -,039
Impact of technology on competitive issues ,182 ,564 ,219 ,452 ,086 -,015
Barriers to copy or imitation ,485 ,148 ,485 -,006 -,238 ,269
Dominant design ,134 ,008 -,222 ,023 ,742 -,011
Position of the techno in its life-cycle -,059 ,834 ,127 ,202 -,182 -,140
Potential for progress -,103 ,795 ,043 ,080 -,049 ,152
Performance gap / alternative technologies ,055 ,075 -,157 ,018 ,030 ,851
Threat of substitution technologies ,378 ,609 ,074 -,110 ,317 ,310
Ability to transfer the technology -,293 -,088 ,147 ,000 ,740 ,037
Societal stakes -,043 ,023 ,867 ,120 -,040 -,183
Public support for development -,051 ,390 ,675 -,115 -,178 -,244
Results / AttractivenessFactors Solution / Foreign data
1 2 3 4 5 6
,093 ,786 -,162 ,063 ,045 ,056
,325 ,688 ,140 ,074 -,024 -,178
,339 ,375 -,179 ,112 ,517 -,013
-,178 -,066 ,021 ,121 ,786 ,153
-,045 -,002 ,924 ,042 ,039 -,047
,026 -,003 ,919 ,068 -,061 ,071
,370 ,322 ,091 -,093 ,478 -,031
,421 -,242 -,030 ,206 ,371 -,213
,090 -,087 -,004 -,046 ,122 ,877
,797 ,136 -,030 ,074 ,001 ,088
,714 ,303 -,018 -,079 ,051 ,058
,402 ,379 ,201 -,002 ,124 ,024
-,008 ,339 ,096 ,619 ,063 -,227
-,130 ,358 ,227 ,450 -,297 ,417
,575 ,006 -,074 ,431 -,060 -,066
,148 -,111 ,031 ,774 ,168 ,102
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Factors Solution / Chinese data
1 2 3 4 5 6
Market volume opened by technology -,174 ,067 ,633 ,427 ,243 ,242
Span of applications -,193 ,003 ,152 ,648 -,241 ,344
Market sensitivity to technical factors ,064 ,312 ,000 ,811 ,138 -,205
Number of competitors ,728 -,107 -,015 ,190 ,069 ,045
Competitors' level of involvment ,768 ,001 -,057 -,100 ,023 ,002
Competitive intensity ,870 ,102 -,073 -,137 -,180 -,039
Impact of technology on competitive issues ,182 ,564 ,219 ,452 ,086 -,015
Barriers to copy or imitation ,485 ,148 ,485 -,006 -,238 ,269
Dominant design ,134 ,008 -,222 ,023 ,742 -,011
Position of the techno in its life-cycle -,059 ,834 ,127 ,202 -,182 -,140
Potential for progress -,103 ,795 ,043 ,080 -,049 ,152
Performance gap / alternative technologies ,055 ,075 -,157 ,018 ,030 ,851
Threat of substitution technologies ,378 ,609 ,074 -,110 ,317 ,310
Ability to transfer the technology -,293 -,088 ,147 ,000 ,740 ,037
Societal stakes -,043 ,023 ,867 ,120 -,040 -,183
Public support for development -,051 ,390 ,675 -,115 -,178 -,244
Results / AttractivenessFactors Solution / Foreign data
1 2 3 4 5 6
,093 ,786 -,162 ,063 ,045 ,056
,325 ,688 ,140 ,074 -,024 -,178
,339 ,375 -,179 ,112 ,517 -,013
-,178 -,066 ,021 ,121 ,786 ,153
-,045 -,002 ,924 ,042 ,039 -,047
,026 -,003 ,919 ,068 -,061 ,071
,370 ,322 ,091 -,093 ,478 -,031
,421 -,242 -,030 ,206 ,371 -,213
,090 -,087 -,004 -,046 ,122 ,877
,797 ,136 -,030 ,074 ,001 ,088
,714 ,303 -,018 -,079 ,051 ,058
,402 ,379 ,201 -,002 ,124 ,024
-,008 ,339 ,096 ,619 ,063 -,227
-,130 ,358 ,227 ,450 -,297 ,417
,575 ,006 -,074 ,431 -,060 -,066
,148 -,111 ,031 ,774 ,168 ,102
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Factors Solution / Chinese data
1 2 3 4 5 6
Market volume opened by technology -,174 ,067 ,633 ,427 ,243 ,242
Span of applications -,193 ,003 ,152 ,648 -,241 ,344
Market sensitivity to technical factors ,064 ,312 ,000 ,811 ,138 -,205
Number of competitors ,728 -,107 -,015 ,190 ,069 ,045
Competitors' level of involvment ,768 ,001 -,057 -,100 ,023 ,002
Competitive intensity ,870 ,102 -,073 -,137 -,180 -,039
Impact of technology on competitive issues ,182 ,564 ,219 ,452 ,086 -,015
Barriers to copy or imitation ,485 ,148 ,485 -,006 -,238 ,269
Dominant design ,134 ,008 -,222 ,023 ,742 -,011
Position of the techno in its life-cycle -,059 ,834 ,127 ,202 -,182 -,140
Potential for progress -,103 ,795 ,043 ,080 -,049 ,152
Performance gap / alternative technologies ,055 ,075 -,157 ,018 ,030 ,851
Threat of substitution technologies ,378 ,609 ,074 -,110 ,317 ,310
Ability to transfer the technology -,293 -,088 ,147 ,000 ,740 ,037
Societal stakes -,043 ,023 ,867 ,120 -,040 -,183
Public support for development -,051 ,390 ,675 -,115 -,178 -,244
Results / AttractivenessFactors Solution / Foreign data
1 2 3 4 5 6
,093 ,786 -,162 ,063 ,045 ,056
,325 ,688 ,140 ,074 -,024 -,178
,339 ,375 -,179 ,112 ,517 -,013
-,178 -,066 ,021 ,121 ,786 ,153
-,045 -,002 ,924 ,042 ,039 -,047
,026 -,003 ,919 ,068 -,061 ,071
,370 ,322 ,091 -,093 ,478 -,031
,421 -,242 -,030 ,206 ,371 -,213
,090 -,087 -,004 -,046 ,122 ,877
,797 ,136 -,030 ,074 ,001 ,088
,714 ,303 -,018 -,079 ,051 ,058
,402 ,379 ,201 -,002 ,124 ,024
-,008 ,339 ,096 ,619 ,063 -,227
-,130 ,358 ,227 ,450 -,297 ,417
,575 ,006 -,074 ,431 -,060 -,066
,148 -,111 ,031 ,774 ,168 ,102
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Factors Solution / Chinese data
1 2 3 4 5 6
Market volume opened by technology -,174 ,067 ,633 ,427 ,243 ,242
Span of applications -,193 ,003 ,152 ,648 -,241 ,344
Market sensitivity to technical factors ,064 ,312 ,000 ,811 ,138 -,205
Number of competitors ,728 -,107 -,015 ,190 ,069 ,045
Competitors' level of involvment ,768 ,001 -,057 -,100 ,023 ,002
Competitive intensity ,870 ,102 -,073 -,137 -,180 -,039
Impact of technology on competitive issues ,182 ,564 ,219 ,452 ,086 -,015
Barriers to copy or imitation ,485 ,148 ,485 -,006 -,238 ,269
Dominant design ,134 ,008 -,222 ,023 ,742 -,011
Position of the techno in its life-cycle -,059 ,834 ,127 ,202 -,182 -,140
Potential for progress -,103 ,795 ,043 ,080 -,049 ,152
Performance gap / alternative technologies ,055 ,075 -,157 ,018 ,030 ,851
Threat of substitution technologies ,378 ,609 ,074 -,110 ,317 ,310
Ability to transfer the technology -,293 -,088 ,147 ,000 ,740 ,037
Societal stakes -,043 ,023 ,867 ,120 -,040 -,183
Public support for development -,051 ,390 ,675 -,115 -,178 -,244
Results / AttractivenessFactors Solution / Foreign data
1 2 3 4 5 6
,093 ,786 -,162 ,063 ,045 ,056
,325 ,688 ,140 ,074 -,024 -,178
,339 ,375 -,179 ,112 ,517 -,013
-,178 -,066 ,021 ,121 ,786 ,153
-,045 -,002 ,924 ,042 ,039 -,047
,026 -,003 ,919 ,068 -,061 ,071
,370 ,322 ,091 -,093 ,478 -,031
,421 -,242 -,030 ,206 ,371 -,213
,090 -,087 -,004 -,046 ,122 ,877
,797 ,136 -,030 ,074 ,001 ,088
,714 ,303 -,018 -,079 ,051 ,058
,402 ,379 ,201 -,002 ,124 ,024
-,008 ,339 ,096 ,619 ,063 -,227
-,130 ,358 ,227 ,450 -,297 ,417
,575 ,006 -,074 ,431 -,060 -,066
,148 -,111 ,031 ,774 ,168 ,102
1. Level of competition2. Maturity of technology3. Stake-holder support
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Factors Solution / Chinese data
1 2 3 4 5 6
Market volume opened by technology -,174 ,067 ,633 ,427 ,243 ,242
Span of applications -,193 ,003 ,152 ,648 -,241 ,344
Market sensitivity to technical factors ,064 ,312 ,000 ,811 ,138 -,205
Number of competitors ,728 -,107 -,015 ,190 ,069 ,045
Competitors' level of involvment ,768 ,001 -,057 -,100 ,023 ,002
Competitive intensity ,870 ,102 -,073 -,137 -,180 -,039
Impact of technology on competitive issues ,182 ,564 ,219 ,452 ,086 -,015
Barriers to copy or imitation ,485 ,148 ,485 -,006 -,238 ,269
Dominant design ,134 ,008 -,222 ,023 ,742 -,011
Position of the techno in its life-cycle -,059 ,834 ,127 ,202 -,182 -,140
Potential for progress -,103 ,795 ,043 ,080 -,049 ,152
Performance gap / alternative technologies ,055 ,075 -,157 ,018 ,030 ,851
Threat of substitution technologies ,378 ,609 ,074 -,110 ,317 ,310
Ability to transfer the technology -,293 -,088 ,147 ,000 ,740 ,037
Societal stakes -,043 ,023 ,867 ,120 -,040 -,183
Public support for development -,051 ,390 ,675 -,115 -,178 -,244
Results / AttractivenessFactors Solution / Foreign data
1 2 3 4 5 6
,093 ,786 -,162 ,063 ,045 ,056
,325 ,688 ,140 ,074 -,024 -,178
,339 ,375 -,179 ,112 ,517 -,013
-,178 -,066 ,021 ,121 ,786 ,153
-,045 -,002 ,924 ,042 ,039 -,047
,026 -,003 ,919 ,068 -,061 ,071
,370 ,322 ,091 -,093 ,478 -,031
,421 -,242 -,030 ,206 ,371 -,213
,090 -,087 -,004 -,046 ,122 ,877
,797 ,136 -,030 ,074 ,001 ,088
,714 ,303 -,018 -,079 ,051 ,058
,402 ,379 ,201 -,002 ,124 ,024
-,008 ,339 ,096 ,619 ,063 -,227
-,130 ,358 ,227 ,450 -,297 ,417
,575 ,006 -,074 ,431 -,060 -,066
,148 -,111 ,031 ,774 ,168 ,102
1. Level of competition2. Maturity of technology3. Stake-holder support
1. Maturity of technology2. Market for technology3. Level of competition
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Attractiveness
Conclusion: the rationales of Chinese managers and foreign managers tend to diverge regarding « technology attractiveness » assessment.
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Chinese sample• four factors solution• 68% of variance• KMO = 0.776
Foreign sample• four factors solution• 58% of variance• KMO = 0.847
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
1. Anteriority2. Market position3. Proprietariness4. HR competencies
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Factors / Chinese data
1 2 3 4
Origin of the assets ,192 ,841 -,228 ,034
Relatedness to the core business ,516 ,040 -,014 ,494
Experience accumulated in the field ,797 ,036 -,173 ,137
Registered patents ,510 -,184 ,658 -,224
Value of laboratories and equipment ,734 ,115 ,212 ,222
Fundamental research team competencies ,096 ,043 ,703 ,492
Applied research team competencies ,418 ,254 ,219 ,743
Development team competencies ,182 ,256 -,004 ,778
Diffusion in the enterprise ,752 ,379 ,065 ,020
Capability to keep up with S&T. knowledge ,278 ,739 ,376 ,020
Financing capacity ,380 ,668 ,164 ,255
Quality of relationships R&D & Production ,654 ,118 ,217 ,292
Quality of relationships R&D & Marketing -,056 ,690 ,221 ,405
Capacity to protect against imitation -,158 ,307 ,717 ,093
Market reaction to the company's design -,044 ,630 ,277 ,229
Timetable relative to competition ,210 ,432 ,613 ,014
Factors / Foreign data
1 2 3 4
,291 -,033 ,542 ,246
,082 ,066 ,090 ,811
,277 ,139 ,379 ,503
-,110 ,632 ,329 ,176
,298 ,510 ,230 ,279
,813 ,056 ,277 ,000
,708 ,238 ,174 ,194
,768 ,195 ,142 ,151
,236 ,006 ,651 ,178
,734 ,208 ,200 ,002
,412 ,499 -,005 ,309
,212 ,757 ,148 ,044
,231 ,388 ,473 -,358
,312 ,688 ,013 -,177
,004 ,392 ,736 -,084
,237 ,276 ,555 ,104
1. Anteriority2. Market position3. Proprietariness4. HR competencies
1. HR competencies2. Proprietariness3. Market position4. Anteriority
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / Competitiveness
Conclusion: Results give credit to a convergent model between Chinese and foreign managers regarding « competiveness assessment ».
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Synthesis of results
(1) Chinese managers and foreign managers do not value their technology portfolio at the same level:
• Perceptions of attractiveness are similar;• But, competitiveness is perceived as higher by
foreigners.
(2) Practices of chinese companies differ from those of companies from abroad:
• Rationales for technology attractiveness assessment are distinct;
• Rationales for technology competitiveness tend to follow similar lines.
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Limits
• Two sub-samples with different sizes (82 vs. 372)
• Chinese sample size did not allow to check for intra discrepancies
• Chinese sample just enough to carry a factorial analysis (16 x 5 = 80)
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Q&AAbstract (161 words). This paper tries to identify whether Chinese
and foreign assessments of their respective technology portfolios differ. A first question relates to the perceived levels of competitiveness and attractiveness of each technology portfolio. A second question relates to the underlying rationales to technology audit practices: does each of these practices tend to a unique and general model or do they exhibit some idiosyncratic features? Technology audits conducted in ten Chinese companies and forty foreign companies produced 454 assessments: 82 Chinese and 372 foreign. There are two conclusions: a) Comparison of means show that attractiveness of technologies does not differ in the Chinese and the foreign samples; however, Chinese technological competitiveness was clearly perceived as much lower. b) Factorial analyses show that rationales for assessment of technology attractiveness tend to diverge but that rationales for assessment of technological competitiveness tend to follow similar lines in both sub-samples; this is possibly because attractiveness is a culture-based concept while competitiveness is more and more global.
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / AttractivenessFactors C/F C1 F3 C2 F1 C3 F2 C4 F5 C5 F4 C6 F6
Market volume opened by technology -,174 -,162 ,067 ,093 ,633 ,786 ,427 ,045 ,243 ,063 ,242 ,056
Span of applications -,193 ,140 ,003 ,325 ,152 ,688 ,648 -,024 -,241 ,074 ,344 -,178
Market sensitivity to technical factors ,064 -,179 ,312 ,339 ,000 ,375 ,811 ,517 ,138 ,112 -,205 -,013
Number of competitors ,728 ,021 -,107 -,178 -,015 -,066 ,190 ,786 ,069 ,121 ,045 ,153
Competitors' level of involvment ,768 ,924 ,001 -,045 -,057 -,002 -,100 ,039 ,023 ,042 ,002 -,047
Competitive intensity ,870 ,919 ,102 ,026 -,073 -,003 -,137 -,061 -,180 ,068 -,039 ,071
Impact of technology on competitive issues ,182 ,091 ,564 ,370 ,219 ,322 ,452 ,478 ,086 -,093 -,015 -,031
Barriers to copy or imitation ,485 -,030 ,148 ,421 ,485 -,242 -,006 ,371 -,238 ,206 ,269 -,213
Dominant design ,134 -,004 ,008 ,090 -,222 -,087 ,023 ,122 ,742 -,046 -,011 ,877
Position of the techno in its life-cycle -,059 -,030 ,834 ,797 ,127 ,136 ,202 ,001 -,182 ,074 -,140 ,088
Potential for progress -,103 -,018 ,795 ,714 ,043 ,303 ,080 ,051 -,049 -,079 ,152 ,058
Performance gap / alternative technologies ,055 ,201 ,075 ,402 -,157 ,379 ,018 ,124 ,030 -,002 ,851 ,024
Threat of substitution technologies ,378 ,096 ,609 -,008 ,074 ,339 -,110 ,063 ,317 ,619 ,310 -,227
Ability to transfer the technology -,293 ,227 -,088 -,130 ,147 ,358 ,000 -,297 ,740 ,450 ,037 ,417
Societal stakes -,043 -,074 ,023 ,575 ,867 ,006 ,120 -,060 -,040 ,431 -,183 -,066
Public support for development -,051 ,031 ,390 ,148 ,675 -,111 -,115 ,168 -,178 ,774 -,244 ,102
IACMR, NanjingJune 2006
Chinese vs. foreign views regarding technology assessment
Results / CompetitivenessFactors C/F C1 F4 C2 F3 C3 F2 C4 F1
Origin of the assets ,192 ,246 ,841 ,542 -,228 -,033 ,034 ,291
Relatedness to the core business ,516 ,811 ,040 ,090 -,014 ,066 ,494 ,082
Experience accumulated in the field ,797 ,503 ,036 ,379 -,173 ,139 ,137 ,277
Registered patents ,510 ,176 -,184 ,329 ,658 ,632 -,224 -,110
Value of laboratories and equipment ,734 ,279 ,115 ,230 ,212 ,510 ,222 ,298
Fundamental research team competencies ,096 ,000 ,043 ,277 ,703 ,056 ,492 ,813
Applied research team competencies ,418 ,194 ,254 ,174 ,219 ,238 ,743 ,708
Development team competencies ,182 ,151 ,256 ,142 -,004 ,195 ,778 ,768
Diffusion in the enterprise ,752 ,178 ,379 ,651 ,065 ,006 ,020 ,236
Capability to keep up with S&T knowledge ,278 ,002 ,739 ,200 ,376 ,208 ,020 ,734
Financing capacity ,380 ,309 ,668 -,005 ,164 ,499 ,255 ,412
Quality of relationships R&D & Production ,654 ,044 ,118 ,148 ,217 ,757 ,292 ,212
Quality of relationships R&D & Marketing -,056 -,358 ,690 ,473 ,221 ,388 ,405 ,231
Capacity to protect against imitation -,158 -,177 ,307 ,013 ,717 ,688 ,093 ,312
Market reaction to the company's design -,044 -,084 ,630 ,736 ,277 ,392 ,229 ,004
Timetable relative to competition ,210 ,104 ,432 ,555 ,613 ,276 ,014 ,237