The value of technology and the appropriate form of transfer arrangement are important questions to be resolved when transferring technology between Western manufacturing firms and partners in industrialising and developing countries. This article reports on surveys carried out in the machine tool industries in the UK and China to establish the differences and similarities between owners and acquirers of technology regarding the relative importance of the factors they evaluate, and the assessments they make, when considering a technology transfer. It also outlines the development of a framework for technology valuation. The survey results indicate that the value of product technology is related to superior technical performance, especially on reliability and functionality, and the prospects of premium prices and increased sales of the technology transfer based machine tools. Access to markets is the main objective of UK companies, while Chinese companies are concerned about improving their technological capability. There are significant risks, especially related to performance in the market, and while owners and acquirers have benefited in the short term, the long term collaboration required for strategic benefits has been difficult to achieve because of the different priorities of the owners and the acquirers.
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1 May 1999
Research Article|
May 01 1999
Valuing transferred machine tool technology: Relating value to product attributes and preferences of acquirers Available to Purchase
David Bennett;
David Bennett
Aston University, Birmingham, UK
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Kirit Vaidya;
Kirit Vaidya
Aston University, Birmingham, UK
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Zhao Hongyu
Zhao Hongyu
Aston University, Birmingham, UK
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Publisher: Emerald Publishing
Online ISSN: 1758-6593
Print ISSN: 0144-3577
© MCB UP Limited
1999
International Journal of Operations & Production Management (1999) 19 (5-6): 491–514.
Citation
Bennett D, Vaidya K, Hongyu Z (1999), "Valuing transferred machine tool technology: Relating value to product attributes and preferences of acquirers". International Journal of Operations & Production Management, Vol. 19 No. 5-6 pp. 491–514, doi: https://doi.org/10.1108/01443579910260838
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