This paper presents the results of a survey of 54 Danish multinational corporations that haveacquired activities abroad. The role of the acquired R&D units was the focus of the survey,particularly with respect to the schism between basic and applied R&D, and the schismbetween autonomous and network R&D. This paper establishes the connection between amultinational corporation that follows a capability-motivated acquisition strategy and theR&D role new subsidiaries should play in order for the acquired resources to be utilizedcorporation-wide. Statistical findings reveal the need to follow a combination of basic andnetwork-oriented R&D activities when focusing on capability development.Keywords: Acquisition; Research and Development (R&D), Basic R&D, Applied R&D,Autonomy, Network, Capabilities.
|Place of Publication||København|
|Number of pages||28|
|Publication status||Published - 2004|