Abstract

Problem statement: As an efficient means to increase global competitiveness, technological capabilities and potential for local innovation, organizations in the developing countries are working hard to collaborate, learn and internalize their foreign partner’s technological knowledge by forming strategic alliances or International Joint Ventures (IJVs). Technology recipient characteristics, as one of the important actors/facilitators of inter-firm technology transfer, have increasingly become crucial factors in determining the success or failure of inter-firm technology transfer within IJVs. Since the current issue on inter-firm Technology Transfer (TT) in the developing countries is centered on the efficiency and effectiveness of the transfer process by the Multinationals (MNCs) therefore the success is often associated with or measured by degree of technology transferred to local partners. Based on the underlying knowledge-based view and organizational learning perspective, this study aims to empirically examine the effects of two critical elements of technology recipient characteristics: Absorptive Capacity (ACAP) and Recipient Collaborativeness (RCOL) on degree of technology transfer: Degree of tacit and explicit knowledge in IJVs. Approach: Using the quantitative analytical approach, the theoretical model and hypotheses in this study were tested based on empirical data gathered from 128 joint venture companies registered with the Registrar of Companies Of Malaysia (ROC). Data obtained from the survey questionnaires were analyzed using the correlation coefficients and multiple linear regression analyses. Results: The results revealed that recipient collaborativeness as the critical element of technology recipient characteristics has strong significant effects on both degrees of tacit and explicit knowledge. Although absorptive capacity has been strongly emphasized of its significance effect, however, the results are not statistically significant. Conclusion/Recommendations: The study had bridged the literature gaps in such that it provides empirical evidence on the effects of two generic technology recipient attributes: absorptive capacity and recipient collaborativeness on degree of inter-firm technology transfer: degree of tacit and explicit knowledge.

Highlights

  • Studies from Knowledge-Based View (KBV) perspective have acknowledged that MNCs tend to be more protective of their advance technology, knowledge and competencies embodied in products, processes and management because these strategic valuable resources and competencies are their main sources of competitive advantage[2,22,23]

  • H1 is supported indicating that the higher level of recipient collaborativeness, which is directly reflected on the recipient collaborative learning intent, contributes to a higher degree of tacit and explicit being transferred by the technology supplier partners in International Joint Ventures (IJVs)

  • Based on the underlying integrated KBV and Organizational Learning (OL) perspectives and since many of the inter-firm Technology Transfer (TT) studies are theoritical and still under researched, this study has bridged the gaps in the literature by providing empirical evidence on the effects of two critical elements of technology recipient characteristics (ACAP and SPEC) on degree of inter-firm technology transfer and its two distinct dimensions namely: degree of tacit (TCTK) and explicit (EXPK) knowledge in IJVs using the Malaysia sample

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Summary

Introduction

Studies from Knowledge-Based View (KBV) perspective have acknowledged that MNCs tend to be more protective of their advance technology, knowledge and competencies embodied in products, processes and management because these strategic valuable resources and competencies are their main sources of competitive advantage[2,22,23]. Knowledge and competencies are the supplier’s main source of competitive advantage, the current TT issue in IJVs revolves around the extent of degree of technologies that are being transferred by the suppliers to recipient partners in terms of tacit knowledge (new product/service development, managerial systems and practice, process designs and new marketing expertise) and explicit knowledge (manufacturing/service techniques/skills, promotion techniques/skills, distribution know-how and purchasing know-how)[17]. This is because from the recipient’s perspective, TT success is not merely. Graduate School of Management, University Putra Malaysia, 43400 Selangor, Malaysia 423

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