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The Coordination of Foreign R&D Activities by Transnational Corporations

Author

Listed:
  • William A Fischer

    (University of North Carolina)

  • Jack N Behrman

    (University of North Carolina)

Abstract

The nature of coordination of practices between the headquarters and field operations has long been a matter of considerable importance to the management of research and development (R&D). When the firm performs R&D aboard, in foreign locations, the issue of coordination increases in significance. This article reports on interviews with 35 American and 18 European transnational corporations regarding the coordination of their foreign R&D activities. Coordination practices are shown to affect the nature of R&D performed aboard, the means of establishing R&D aboard, the communication and control systems employed, and the patterns of invention and innovation.© 1979 JIBS. Journal of International Business Studies (1979) 10, 28–34

Suggested Citation

  • William A Fischer & Jack N Behrman, 1979. "The Coordination of Foreign R&D Activities by Transnational Corporations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 10(3), pages 28-34, September.
    • Handle: RePEc:pal:jintbs:v:10:y:1979:i:3:p:28-34
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    Citations

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    Cited by:

    1. Bas, Christian Le & Sierra, Christophe, 2002. "'Location versus home country advantages' in R&D activities: some further results on multinationals' locational strategies," Research Policy, Elsevier, vol. 31(4), pages 589-609, May.
    2. Kappen, Philip, 2011. "Competence-creating overlaps and subsidiary technological evolution in the multinational corporation," Research Policy, Elsevier, vol. 40(5), pages 673-686, June.
    3. Gassmann, Oliver & von Zedtwitz, Maximilian, 1999. "New concepts and trends in international R&D organization," Research Policy, Elsevier, vol. 28(2-3), pages 231-250, March.
    4. Pooja Thakur-Wernz & Olga Bruyaka, 2017. "Co-evolutionary Perspective on Sourcing Portfolios: Examining Sourcing Choices for Clinical Trials of Bio-pharmaceutical Firms," Management International Review, Springer, vol. 57(6), pages 909-946, December.
    5. Shin-Horng Chen & Meng-Chun Liu, 2005. "International R&D Deployment and Locational Advantage of Developing Countries: A Case Study of Taiwan," NBER Chapters, in: International Trade in East Asia, pages 81-108, National Bureau of Economic Research, Inc.
    6. Zander, Ivo, 1999. "Whereto the multinational? The evolution of technological capabilities in the multinational network," International Business Review, Elsevier, vol. 8(3), pages 261-291, August.
    7. Huang, Kuo-Feng, 2011. "Technology competencies in competitive environment," Journal of Business Research, Elsevier, vol. 64(2), pages 172-179, February.
    8. Luciano Barin Cruz & Dirk Boehe, 2010. "How do Leading Retail MNCs Leverage CSR Globally? Insights from Brazil," Journal of Business Ethics, Springer, vol. 91(2), pages 243-263, February.
    9. Liu, Yang & Liang, Xingkun & Shi, Yongjiang, 2018. "Brokerage and balance: Creating an effective organizational interface for product modularization in multinational R&D," Research Policy, Elsevier, vol. 47(6), pages 1133-1146.
    10. Zander, Ivo, 1999. "How do you mean 'global'? An empirical investigation of innovation networks in the multinational corporation," Research Policy, Elsevier, vol. 28(2-3), pages 195-213, March.
    11. Christopher Melin, 2011. "Le management de projets des firmes multinationales comme un mécanisme de coordination des relations siège-filiales," Post-Print hal-00690839, HAL.

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