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Abstract:
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This paper presents the results of a survey of 54 Danish multinational corporations that have
acquired 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 schism
between autonomous and network R&D. This paper establishes the connection between a
multinational corporation that follows a capability-motivated acquisition strategy and the
R&D role new subsidiaries should play in order for the acquired resources to be utilized
corporation-wide. Statistical findings reveal the need to follow a combination of basic and
network-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. |
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