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Article: Do competitive strategies drive R&D? An empirical investigation of Japanese high-technology corporations

TitleDo competitive strategies drive R&D? An empirical investigation of Japanese high-technology corporations
Authors
KeywordsCompetitive strategies
High technology
Japan
R&D
Strategic management
Technology-based firms
Issue Date2002
PublisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/hitech
Citation
Journal Of High Technology Management Research, 2002, v. 13 n. 2, p. 143-156 How to Cite?
AbstractThis paper is an empirical study of the effects of competition strategy on research and development (R&D). Analysis of survey data from Japanese high-technology firms in consumer electronics, communications, precise machinery, and pharmaceuticals showed that the competitive strategies directed toward higher added-value and product differentiation exerted more impact on R&D than that aimed at cost leadership, and that strategies with broad market ambits were more important. We also found R&D to be fairly well integrated with strategic management. In sum, to enhance competitive advantage, Japanese high-technology companies tend to exploit R&D to create differentiated products with high added-value to supply a broad range of markets. © 2002 Elsevier Science Inc. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/85546
ISSN
2015 SCImago Journal Rankings: 0.342
References

 

DC FieldValueLanguage
dc.contributor.authorLiao, Zen_HK
dc.contributor.authorCheung, MTen_HK
dc.date.accessioned2010-09-06T09:06:25Z-
dc.date.available2010-09-06T09:06:25Z-
dc.date.issued2002en_HK
dc.identifier.citationJournal Of High Technology Management Research, 2002, v. 13 n. 2, p. 143-156en_HK
dc.identifier.issn1047-8310en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85546-
dc.description.abstractThis paper is an empirical study of the effects of competition strategy on research and development (R&D). Analysis of survey data from Japanese high-technology firms in consumer electronics, communications, precise machinery, and pharmaceuticals showed that the competitive strategies directed toward higher added-value and product differentiation exerted more impact on R&D than that aimed at cost leadership, and that strategies with broad market ambits were more important. We also found R&D to be fairly well integrated with strategic management. In sum, to enhance competitive advantage, Japanese high-technology companies tend to exploit R&D to create differentiated products with high added-value to supply a broad range of markets. © 2002 Elsevier Science Inc. All rights reserved.en_HK
dc.languageengen_HK
dc.publisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/hitechen_HK
dc.relation.ispartofJournal of High Technology Management Researchen_HK
dc.subjectCompetitive strategiesen_HK
dc.subjectHigh technologyen_HK
dc.subjectJapanen_HK
dc.subjectR&Den_HK
dc.subjectStrategic managementen_HK
dc.subjectTechnology-based firmsen_HK
dc.titleDo competitive strategies drive R&D? An empirical investigation of Japanese high-technology corporationsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1047-8310&volume=13&spage=143&epage=156&date=2002&atitle=Do+Competitive+Strategies+Drive+RandD?+An+Empirical+Investigation+of+Japanese+High-Technology+Corporationsen_HK
dc.identifier.emailCheung, MT: tmcheung@hkucc.hku.hken_HK
dc.identifier.authorityCheung, MT=rp01054en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1016/S1047-8310(02)00052-4en_HK
dc.identifier.scopuseid_2-s2.0-0036281561en_HK
dc.identifier.hkuros72561en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0036281561&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume13en_HK
dc.identifier.issue2en_HK
dc.identifier.spage143en_HK
dc.identifier.epage156en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridLiao, Z=7203032568en_HK
dc.identifier.scopusauthoridCheung, MT=7201897422en_HK

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