دانلود مقاله ISI انگلیسی شماره 44685
عنوان فارسی مقاله

اثرات مختلف ساختارهای سازمانی R & D بر روی عملکرد شرکت ها: چشم انداز ظرفیت جذب

کد مقاله سال انتشار مقاله انگلیسی ترجمه فارسی تعداد کلمات
44685 2014 13 صفحه PDF سفارش دهید 7380 کلمه
خرید مقاله
پس از پرداخت، فوراً می توانید مقاله را دانلود فرمایید.
عنوان انگلیسی
The impacts of different R&D organizational structures on performance of firms: Perspective of absorptive capacity
منبع

Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)

Journal : The Journal of High Technology Management Research, Volume 25, Issue 1, 2014, Pages 83–95

کلمات کلیدی
ساختار سازمانی - موسسات سازمانی - نگرش کار - ادغام عمودی - ادغام افقی - ظرفیت جذب
پیش نمایش مقاله
پیش نمایش مقاله اثرات مختلف ساختارهای سازمانی R & D بر روی عملکرد شرکت ها: چشم انداز ظرفیت جذب

چکیده انگلیسی

To speed up strategic alliance in R&D activities, different forms of R&D organization structures can be summarized into different roles including the input-oriented, the output-oriented, and the matrix organization structure. The most common mode of strategic alliance consists of horizontal and vertical integrations. However, the study adopting absorptive capacity to examine the impacts of different R&D organization structures on the performance of firms at different alliance modes has never been discussed. Therefore, the paper employs absorptive capacity to mediate the relationships between different R&D organization structures and the performance of firms. Since the theory of transaction cost economics is inadequate for addressing how well the technological knowledge develops in the organization. A conceptual model to analyze the tension between product strategies and their strategy implementation is proposed to challenge the vacancy. Practical investigation shows that a matrix R&D organizational structure mainly transfers knowledge to input-oriented R&D organizational structures in horizontal integration, and mainly integrates capabilities from output-oriented organizational structures in vertical integration. The result implies that stronger institutional environments lead to a stronger link between product strategies and their performance in vertical integration. Oppositely, the link is strengthened if more favorable attitudes and weaker management controls are present in horizontal integrations.

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