Ranking the Methods of Technology Cross-Border Acquisition, Combining TOPSIS and ANP Approaches for Model Development
الموضوعات :
Mehrdad Hoseini Shakib
1
,
Somayeh Sahebi
2
,
Arash Radmehr
3
1 - Department Of Industrial Management,
Karaj Branch, Islamic Azad University,
Karaj, Iran
2 - Department of Industrial Management,
College of management and accounting,
Tehran jonoob branch, Islamic Azad University,
Tehran, Iran
3 - Department of Industrial Management,
Qazvin branch, Islamic Azad University,
Qazvin, Iran
الکلمات المفتاحية: Ranking, Combining the TOPSIS and ANP, multi criteria decision making (MCDM), technology acquisition modes (TAM), Car part industry,
ملخص المقالة :
Simultaneous with the industries increasing growth, thecompanies must acquire the new technologies to achieve the core competency,survival and improvement and also effectiveness in market. Choosingthe suitable acquisition mode of required technology is one of thecritical strategic decisions in the field of technology management. Dueto the importance of technology acquisition, the main objective of thisstudy is to select an appropriate method of technology acquisition in carpart industry by multi-dimensional factors of environmental, technological,capability and market. Hence, after extracting the factors fromsurveying the related literature and conforming the first kind of questionnaireby the cronbach’s alpha, the elements was ranked by TOPSISmethod to reduce the criteria and to choose the appropriate affectingelements in technology acquisition modes. In the next step regarding toANP method second questioners spread between the experts in the carpart industry in Iran and the modes were prioritized and the appliedrecommendations have been suggested.
[1] Allred, B. B. and Swan, K. S. (2004), Contextual influences on international
subsidiaries’ product technology strategy, J. Int. Manage., 10 (2)
(2004), 259-286.
[2] Alp, N., Alp, B., and Omurtag, Y.(1997), technology acquisition and
utilization model (TMUM), 21st international conference on computers
and Engineering, vol. 33, no. 1-2, pp. 7-10.
[3] Baughn, C. C. and Osborn, R. N. (1990), The role of technology in the
formation and form of multinational cooperative arrangements, J. High
Technol. Manage. Res., 1 (2) (1990), 181-192.
[4] Brockhoff, K. (1992), Forschung & Entwicklung: Planung und Kontrolle,
Munich/Vienna: Oldenbourg.
[5] Burgers, J. H., Van Den Bosch, F. A. J., and Volberda , H. W. (2008),
Why new business development projects fail: coping with the differences
of technological and market knowledge, Long Range Planning, 41, 55-73.
[6] Cho, D. and Yu, P. (2000), Influential factors in the choice of technology
acquisition mode: an empirical analysis of small and medium size firms in
the Korean telecommunication industry, Technovation, vol. 20 (12), pp.
691-704.
[7] Chiesa, V. (2001), R & D Strategy and Organization: Managing Technical
Change in Dynamic Contexts, Imperial College Press, London.
[8] Chiesa, V. and Manzini, R. (1998), Organizing for technological collaborations:
A managerial perspective, R & D Manage., 28 (3) (1998), 199-212.
[9] Cui, X. and Wang, L. (2005), Methods and bases for enterprises choosing
and obtaining technology, Science of Science and Management of S. & T.,
pp. 141-144.
[10] Daniel, G. and Kai-Ingo, V. (2009), Technology Make-or-Buy Decisions
in the German Industry: Criteria, Methods and Organization , PICMET
2009 Proceedings, August 2-6, Portland, Oregon USA 2009 PICMET.,
pp. 609-618.
[11] Dodgson, M. (1992), The strategic management of R & D collaboration,
Technol. Anal. Strateg., 3 (1992), 227-244.
[12] Feghhi Farahmand, N. (2004), Organization technology management (first
ed), MA: Foroozesh, Tabriz.
[13] Ford, D. (1998), Develop your Technology Strategy, Long Range Planning,
vol. 21, NO. 5, pp. 85-95.
[14] Ghane Basiri, M.(2000), making the theory of transfer-acquisition,
Modiriat, 46.47, pp. 7-18.
[15] Gold, B.(1971), Explorations in managerial economics: productivity,
costs, technology and Growth, New York: Basic Books.
[16] Hemmert, m. (2004), The influence of institutional factors on the technology
acquisition performance of high-tech firms: survey results from
Germany and Japan, Research Policy , vol. 33, pp. 1019-1040.
[17] Hung, S. and Tang, R. (2008), Factors affecting the choice of technology
acquisition mode: An empirical analysis of the electronic firms of Japan,
Korea and Taiwan, Technovation, vol. 28, pp. 551-563.
[18] Hafez Nia, M. (2008), Introduction for methodology in Human science
(14th ed). MA: SAMT, Tehran.
[19] Hamel, G., Doz, Y. L., and Prahalad, C. K. (1989), Collaborate with your
competitors and win, Harvard Bus. Rev., 89 (1) (1989), 133-139.
[20] kondo, M. (2005), networking for technology acquisition and teransfer,
yokohama national university.
[21] Koza, M. P. and Lewin, A. Y. ( 2000), Managing partnerships and strategic
alliances: raising the odds of success. European Management Journal,
18 (2), 146-151.
[22] Kurokawa, S. (1997), Make-or-buy decisions in R & D: Small technology
based firms in the United States and Japan, IEEE Trans. Eng. Manage.,
44 (2) (1997), 124-134.
[23] Lanctot, A. and Swan, K. S. (2000), Technology acquisition strategy in an
internationally competitive environment ”Journal of International Management,
188 (6), 187215.
[24] Lee, s., Lee, h., and park, y. (2008), Selection of technology acquisition
mode using the analytic network Process, Mathematical and Computer
Modelling, 49 (2009), 1274-1282.
[25] Levin, M. (1993), Technulogy transfer as a learning and developmental
process; an analysis of Norwegian programmes un technology transfer,
Technovation, 13(8), 497-518.
[26] Llerena, P. and Wolf, S. ( 1994), Inter-firm agreements in telecommunications:
Elements of an analytical framework, in: G. Pogoral (Ed.), Global
Telecommunications Strategies and Technical Changes, Elsevier Science,
Amsterdam, pp. 257-276.
[27] Lui, J .. and Tao, y. (2009), The Choice of Technology Acquisition Modes
and Its Influential Factors A case study of Chang Hong,
978 − 1 − 4244 − 4639 − 1/09/25.002009IEEE, pp. 1-4.
[28] Mahoney, T. (1992), The choice of organizational form: Vertical financial
ownership versus other methods of vertical integration, Strategic Manage.
J., 13 (8), (1992), 559-584.
[29] Moenaert, R. K., Desschoolmeester, D., Meyer, A., and Barbe, J.
(1990), Organizational strategy and resource allocation for technological
turnaround, R & D Manage., 20 (4), (1990), 291-303.
[30] Nabil Gindy, ., Husam A., and Shirley Cavin, .(2009), Linking R & D
Investment Strategies to Business-eeds: Strategic Technology Alignment
Roadmapping (STAR), IEEE, 2455-2465.
[31] Narula, R. (2001), Choosing between internal and non-internal R & D
activities: some technological and economic factors. Technology Analysis
and Strategic Management, 13 (3), 365-387.
[32] Narula, R. and Hagedoorn, J. ( 1999), Innovating through strategic alliances:
moving towards international partnerships and contractual agreements.
Technovation, 19 (5), 283-294.
[33] Nelson, R. R. and Winter, S. G. (1982), An Evolutionary Theory of Economic
Change, Harvard University Press, Cambridge.
[34] Park, B. I. and Ghauri, P. N. (2010), Key factors affecting acquisition
of technological capabilities from foreign acquiring firms by small and
medium sized local firms. Journal of World Business,
doi:10.1016/j.jwb.2010.05.023
[35] Perrino, A. C. and Tipping, J. W. (1989), Global management of technology,
Res. Technol. Mange., 32 (3), (1989), 12-19.
[36] Pisano, G. P . (1990), The research and development boundaries of the
firm and empirical analysis. Administrative Science Quarterly 35 (1), 153-
176.
[37] Rahman, L. (2001), Technology acquisition with technological progress:
effects of expectations, rivalry and uncertainty, European Journal of Operational
Research, vol. 129, pp. 159-185, February 2001.
[38] Roberts, E. B. and Berry, C. A. (1985), Entering new business: Selecting
strategies for success, Sloan Manage. Rev., 26 (3), (1985), 3-17.
[39] Rosenbloom, R. S. . and Cusumano, M. A. . (1987), Technological pioneering
and competitive advantage: The birth of VCR industry, Calif.
Manage. Rev., 29 (4), (1987), 51-76.
[40] Saaty, T. L. (2001A), Decision making with Dependence and feedback.the
analytic network process (ANP), RWSpublications, Pittsburgh :ISBN 0-
9630317-9-8.
[41] Saaty, T. L. (1996), Decision making with Dependence and feedback, RWS
publications, Pittsburgh, PA.
[42] Shan, W. (1990), An empirical analysis of organizational strategies by entrepreneurial
high technology firms, Strategic Manage. J., 11 (2), (1990),
129-139.
[43] Spence, M. (1984), Cost reduction, competition and industry performance,
Econometrica, 52 (1), (1984), 101-122.
[44] Steensma, H. K. and Corley, K. G. (2000), On the performance of
technology-sourcing partnerships: The interaction between partner interdependence
and technology attributes, Acad. Manage. J., 43 (6), (2000),
1045-1067.
[45] Sullivan, D. M. and Marvel, M. R.(2011), Knowledge Acquisition, Network
Reliance, and Early-Stage Technology Venture Outcoes . Journal of
Management Studies 48:6 September, 2011,
doi: 10.1111/j.1467-6486.2010.00998.x
[46] Teece, D. J. (1986), Profiting from technological innovation: Implications
for integration, collaboration, licensing and public policy, Res. Policy, 15
(6), (1986), 285-305.
[47] Tyler, B. B. and Steensma, H. K. (1995), Evaluating technological collaborative
opportunities: A cognitive modeling perspective, Strategic Manage.
J., 16 (1995), 43-70.
[48] Velasquez, M. and Hester, T. P. (2013), An Analysis of Multi-Criteria
Decision Making Methods, International Journal of Operations Research,
Vol. 10, No. 2, 56-66.
[49] Walker, G. and Webber, D. (1987), Supplier competition, uncertainty, and
Make-or-Buy decisions, Acad. Manage. J., 30 (3), (1987), 589-596.
