碩士 / 國立政治大學 / 科技管理研究所 / 99 / In recent years, multinational corporations actively incorporate offshore R&;D (Research and Development) centers, with the hope to extend its global innovation capability and improve its design chain. However, given that it is necessary to focus on technological R&;D, we seem to neglect that multinational corporations are also consisted of complicated power networks. In such a power structure, peripheral members, or low-power actors, will inevitably constrained by high-power actors (e.g. R&;D headquarters) who often determine low-power actors’ survival. Under such constraints, how may offshore R&;D centers (low-power actors) respond to the headquarters (high-power actors) and still manage to accomplish their missions of innovation? Our field study is based on Intel Innovation Center in Asia and examines how low-power actors may creatively respond to high-power actors so as to turn adversity into opportunity. The findings indicate that, to innovate under constraints, low-power actors could attempt to change their ways of interaction with partners by leveraging mutual resources and shifting their roles in the design chain. In terms of theoretical contribution, this article expands the analysis of power dynamics in international business literature, extends strategic response literature and explores how strategizing may be used in innovation management studies. In terms of practical contribution, this study highlights how to manage offshore innovation centers and suggests how to innovate under constraints and power imbalance.
| Identifer | oai:union.ndltd.org:TW/099NCCU5230036 |
| Creators | Chia-Yu Yen, 顏嘉妤 |
| Contributors | Ruey-Lin Hsiao, 蕭瑞麟 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 79 |
Page generated in 0.0092 seconds