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Evidence from a survey shows that British engineering companies with a business interest in China recognise the potential benefits from technology transfer to China. The major strategic objective in transferring technology to China is to gain access to the Chinese market. British firms have a high opinion of the capability of Chinese enterprises to...
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... These questions are addressed in this paper which describes the results from two complementary questionnaire surveys which were conducted as part of a wider programme of research concerning technology transfer under China's economic policy reforms. One survey investigated the objectives, perceptions and expectations of UK and UK-based foreign companies with an interest or actual involvement in China (Zhao et al, 1995); the other survey of Chinese companies investigated their views and expectations of foreign technology suppliers. The results add to the findings of other studies carried out elsewhere which are either more limited in scope or have a particular focus such as on national technology policy (see for example Ball et al, 1993or Oldham, 1991. ...
Results of complementary surveys of foreign and Chinese engineering enterprises with respect to their objectives and expectations regarding technology transfer into China show that the major strategic objective of foreign enterprises, to gain access to the Chinese market, fits well with Chinese enterprises' main objective of improving domestic competitiveness but less well with that of accessing world markets through technology transfer. Foreign firms rate highly the capability of Chinese enterprises to learn new technologies but they are much less sanguine than Chinese enterprises about the managerial capabilities, level of technological development and equipment quality of the latter and regard the inadequate legal framework as a significant obstacle.
... The perceptions of foreign suppliers and expectations of Chinese enterprises concerning technology transfer have been highlighted in questionnaire surveys conducted by the authors in collaboration with the China-Britain Trade Group and industry ministries in China. Altogether 207 foreign companies and 195 Chinese companies responded among which there were 42 foreign and 66 Chinese machine tool companies as well as 22 foreign and 28 Chinese electronics firms (Zhao et al, 1995). ...
Since opening to the outside world in the late 1970s China has become one of the world's largest markets for manufacturing technology. Technology transfer is therefore becoming one of the most effective routes for gaining access to the Chinese market. China's policy of targeting specific sectors, coupled with its encouragement of foreign investment and technology inputs, have shaped the development and structure of priority industries. As a result, there are now wide differences between enterprises in China in terms <>f their capabilities as well as the forms and effects of collaboration with foreign technology suppliers. This paper examines and compares recent trends in the transfer of manufacturing technology to China's machine tool and electronics industries and discusses the influences of recent industrial policy changes. It is based on research carried out over the last five years and draws on various cases of technology transfer in these two sectors as well as data from questionnaire surveys carried out in the UK and China.
Identifies factors influencing the adaptation of manufacturing processes for international transfer. Proposes that these factors should be divided into those affecting the operation of the process in its new location, and those that influence the transfer itself. This differentiation generates three constructs which characterize a manufacturing process: appropriateness, robustness, and transferability. Individually, they inform practitioners on questions of process adaptation, location selection, training, and technology choice. Together they describe the ease with which a manufacturing process can be transferred: its fitness for transfer.
State-owned enterprises in China have been given greater autonomy and responsibility, have freer access to foreign technology, and are being encouraged to form groups to gain from rationalization and integration. This article uses case studies to identify the key strategic issues that affect the commercial viability of foreign technology acquisition by state-owned enterprises within the context of enterprise reforms. All the case study enterprises used technology transfer to develop new or improved products. Technologies acquired as parts of subcontracting arrangements and well-established technologies to
produce end-use products are easier to manage and operate profitably. However, the latter type of technology has been imported by numerous enterprises and has led to fierce competition and industry restructuring. Importing capital-intensive and complex technology to produce major components for products, such as cars, is more difficult and requires closer coordination with customers and suppliers.
Results of complementary surveys of foreign and Chinese manufacturing enterprises with respect to their objectives and expectations regarding technology transfer into China show that the major strategic objective of foreign enterprises, to gain access to the Chinese market, fits well with Chinese enterprises’ main objective of improving domestic competitiveness but less well with that of accessing world markets through technology transfer. Foreign firms rate highly the capability of Chinese enterprises to learn new technologies and also find the Chinese macro environment for business favourable. The survey results provide information that will help managers with their negotiations on co-operating with prospective partners for the transfer of technology as well as assisting policy makers who wish to facilitate more effective transfer arrangements.
