TY - JOUR
T1 - Configuration of Technology Networks in the Wind Turbine Industry
T2 - A Comparative Study of Technology Management Models in European and Chinese Lead Firms
AU - Haakonsson, Stine Jessen
AU - Kirkegaard, Julia Kirch
PY - 2016
Y1 - 2016
N2 - Through a comparative analysis of technology management at the component level by wind turbine manufacturers from Europe and China, this article compares strategies of internalisation of core technology components by European and Chinese lead firms and outlines how different internalisation strategies impact the networks established by the two types of lead firms. Building on the concept of governance developed by the global value chain literature, the article identifies two different types of networks: European lead firms internalise core technology components and keep strong captive or relational ties with key component suppliers, whereas Chinese lead firms modularise and externalise core technology components, hence adopting a more flexible approach to technology management. The latter model mirrors a strategy of overcoming technological barriers by tapping into knowledge through global innovation networks. The article contributes to the network governance literature by introducing scales of component technology complexity and lead firm capabilities for understanding network constructs.
AB - Through a comparative analysis of technology management at the component level by wind turbine manufacturers from Europe and China, this article compares strategies of internalisation of core technology components by European and Chinese lead firms and outlines how different internalisation strategies impact the networks established by the two types of lead firms. Building on the concept of governance developed by the global value chain literature, the article identifies two different types of networks: European lead firms internalise core technology components and keep strong captive or relational ties with key component suppliers, whereas Chinese lead firms modularise and externalise core technology components, hence adopting a more flexible approach to technology management. The latter model mirrors a strategy of overcoming technological barriers by tapping into knowledge through global innovation networks. The article contributes to the network governance literature by introducing scales of component technology complexity and lead firm capabilities for understanding network constructs.
KW - Global innovation networks
KW - Technology management
KW - Component technology
KW - Wind turbines
KW - Governance
KW - Lead firms strategies
KW - Technology complexity
KW - Europe-China
KW - Internalisation
KW - Externalisation
KW - Global innovation networks
KW - Technology management
KW - Component technology
KW - Wind turbines
KW - Governance
KW - Lead firms strategies
KW - Technology complexity
KW - Europe-China
KW - Internalisation
KW - Externalisation
U2 - 10.1504/IJTM.2016.075892
DO - 10.1504/IJTM.2016.075892
M3 - Journal article
SN - 0267-5730
VL - 70
SP - 281
EP - 299
JO - International Journal of Technology Management
JF - International Journal of Technology Management
IS - 4
ER -