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Technology acquisition strategy in an internationally competitive environment

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  • Lanctot, Aldor
  • Swan, K. Scott

Abstract

This research empirically examines the technology strategies of multinational firms operating in the US market. The findings suggest that external reliance on product and process technologies has a negative impact on firm success. Furthermore, geographic distance between key activities moderates the role of technology strategy on international firm success. Also, the complementary assets, dominance of the product design, and the degree of appropriability have a direct impact on firm performance.

Suggested Citation

  • Lanctot, Aldor & Swan, K. Scott, 2000. "Technology acquisition strategy in an internationally competitive environment," Journal of International Management, Elsevier, vol. 6(3), pages 187-215.
  • Handle: RePEc:eee:intman:v:6:y:2000:i:3:p:187-215
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    References listed on IDEAS

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    Cited by:

    1. Kotabe, Masaaki & Jiang, Crystal Xiangwen & Murray, Janet Y., 2011. "Managerial ties, knowledge acquisition, realized absorptive capacity and new product market performance of emerging multinational companies: A case of China," Journal of World Business, Elsevier, vol. 46(2), pages 166-176, April.
    2. Parente, Ronaldo C. & Baack, Daniel W. & Hahn, Eugene D., 2011. "The effect of supply chain integration, modular production, and cultural distance on new product development: A dynamic capabilities approach," Journal of International Management, Elsevier, vol. 17(4), pages 278-290.
    3. Allred, Brent B. & Swan, K. Scott, 2004. "Contextual influences on international subsidiaries' product technology strategy," Journal of International Management, Elsevier, vol. 10(2), pages 259-286.
    4. García-Morales, Víctor J. & Bolívar-Ramos, María Teresa & Martín-Rojas, Rodrigo, 2014. "Technological variables and absorptive capacity's influence on performance through corporate entrepreneurship," Journal of Business Research, Elsevier, vol. 67(7), pages 1468-1477.

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