Technology Transfer and Learning

Despite the fact that international technology transfer has been widely studied its management still encounters many difficulties. To fully understand the issues that are relevant to the process of transferring production technology, it is necessary to determine the important factors that influence this process. Learning curves are often used as a means of determining the time required to become familiar with a transferred technology. The cases discussed in this paper have all employed learning curves, which were established at the outset of the transfer process and which turned out to be incorrect. As a consequence the envisaged efficiencies were not obtained. This phenomenon is partly due to the fact that when technology is transferred to a relatively inexperienced 'destination company', the curve is established based on the circumstances of the 'source company'. The case study findings lead to the conclusion that to establish a realistic curve a more comprehensive method is required than simply basing anticipated performance on that achieved at the source company.     

Freedom of Choice in Technology Strategy? An Analysis of Technology Strategy in the Large Commercial Aircraft Industry

Many companies experience difficult situations as a result of their selected strategy. Strategic management theories implicitly assume that companies have a free choice in setting their strategy. Hence, when companies experience difficult situations this is because of management inadequacy. It is questionable whether companies always have a free choice. This research examines this issue by examining the new product strategies of the two main competitors in the commercial aircraft industry. The development of the A380 aircraft was selected to determine to what extent the companies had a choice in setting their product development strategies. The conclusion is that neither has the alleged freedom for setting its strategy. Implications of this finding are that the strategy theory needs to be adjusted for this choice issue, and that management should not always be held fully responsible for the developing events.     

Freedom of Choice in Technology Strategy? An Analysis of Technology Strategy in the Large Commercial Aircraft Industry

Many companies experience difficult situations as a result of their selected strategy. Strategic management theories implicitly assume that companies have a free choice in setting their strategy. Hence, when companies experience difficult situations this is because of management inadequacy. It is questionable whether companies always have a free choice. This research examines this issue by examining the new product strategies of the two main competitors in the commercial aircraft industry. The development of the A380 aircraft was selected to determine to what extent the companies had a choice in setting their product development strategies. The conclusion is that neither has the alleged freedom for setting its strategy. Implications of this finding are that the strategy theory needs to be adjusted for this choice issue, and that management should not always be held fully responsible for the developing events.     

Technology Transfer and Learning

Despite the fact that international technology transfer has been widely studied its management still encounters many difficulties. To fully understand the issues that are relevant to the process of transferring production technology, it is necessary to determine the important factors that influence this process. Learning curves are often used as a means of determining the time required to become familiar with a transferred technology. The cases discussed in this paper have all employed learning curves, which were established at the outset of the transfer process and which turned out to be incorrect. As a consequence the envisaged efficiencies were not obtained. This phenomenon is partly due to the fact that when technology is transferred to a relatively inexperienced 'destination company', the curve is established based on the circumstances of the 'source company'. The case study findings lead to the conclusion that to establish a realistic curve a more comprehensive method is required than simply basing anticipated performance on that achieved at the source company.