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Gouvernance des activités de R&D à l’étranger par les firmes multinationales:contribution de la théorie fondée sur les ressource

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Author Info

  • Dhikra Chebbi Nekhili

    ()
    (Université de Bourgogne)

  • Mehdi Nekhili

    ()
    (Université de Reims Champagne Ardennes)

  • Frédéric Nlemvo

    ()
    (Groupe ESC Troyes)

Abstract

(VF)L’objectif de cet article est d’expliquer le choix des modes de gouvernance des activités de R&D entreprises par les firmes multinationales à l’étranger. Principalement, trois modes de gouvernance sont identifiés : l’internalisation totale des activités de R&D au sein d’une filiale (créée ou acquise) à l’étranger, les alliances en R&D (avec ou sans prise de participation) et l’externalisation totale de ces activités. Dans la perspective de la théorie fondée sur les ressources, le choix d’un mode par rapport à un autre s’explique par le souhait des firmes multinationales de construire un avantage concurrentiel en comblant l’écart entre les ressources réellement détenues et les ressources qu’elles souhaitent acquérir. A travers une étude quantitative de 67 firmes multinationales européennes et nord-américaines, nous montrons que les licences unilatérales sont utilisées en cas de non-disponibilité des ressources en interne et que les alliances sans prise de participation, par opposition aux alliances avec prise de participation, sont choisies lorsque les connaissances à transférer sont codifiables.(VA)The objective of this paper is to explain the choice of governance modes of foreign R&D activities by multinational firms. Mainly, three governance modes are identified: the complete internalization of R&D activities in a wholly owned subsidiary (created or acquired), the R&D alliances (equity alliances or non-equity alliances) and the complete externalization. According to the Resource Based View (RBV), the choice of a mode over another is due to the desire of multinational firms to build a competitive advantage in bridging the gap between resources actually held and resources that they wish to acquire. Through a study of 67 European and North-American multinational firms, our article shows that the unilateral licensing agreements are used in the case of the lack of internal resources. However, non-equity alliances, conversely to equity alliances, are chosen when the knowledge to be transferred is codified.

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Bibliographic Info

Paper provided by Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations in its series Working Papers CREGO with number 1090502.

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Length: 17 pages
Date of creation: May 2009
Date of revision:
Handle: RePEc:dij:wpfarg:1090502

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Postal: Angèle Renaud, CREGO, 2 Bd Gabriel, BP 26611, 21066 Dijon Cedex, France
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Keywords: R&D; externalisation; théorie fondée sur les ressources; externalization; ressource based view.;

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References

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  1. David M Reeb & Chuck C Y Kwok & H Young Baek, 1998. "Systematic Risk of the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan, vol. 29(2), pages 263-279, June.
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  6. Bessy, Christian & Brousseau, Eric, 1998. "Technology licensing contracts features and diversity1," International Review of Law and Economics, Elsevier, vol. 18(4), pages 451-489, December.
  7. Bruce Kogut & Udo Zander, 1993. "Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan, vol. 24(4), pages 625-645, December.
  8. Bae, Sung C. & Noh, Seungwook, 2001. "Multinational corporations versus domestic corporations: a comparative study of R&D investment activities," Journal of Multinational Financial Management, Elsevier, vol. 11(1), pages 89-104, February.
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