Abstract
Technology transfer should not be viewed as a single, “one shot” process. There are downstream strategic issues that must be dealt with if the technology-transfer process is to be well-integrated into a firm's activities. Too often these downstream issues are not apparent during the decisions leading to the actual transfer of the technology. Several key issues that should be weighed by managers are presented, their impact on competitive positioning is considered, and they are discussed in the contexts of maquiladora (twin-plant) factories in Mexico and investments in Chinese Special Economic Zones.
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