Please use this identifier to cite or link to this item:
https://ah.lib.nccu.edu.tw/handle/140.119/118184
DC Field | Value | Language |
---|---|---|
dc.contributor | 科管智財所 | |
dc.creator | 吳豐祥 | zh_TW |
dc.creator | Wu, Feng-Shang | en_US |
dc.creator | Haak, Robert | en_US |
dc.date | 2013-02 | |
dc.date.accessioned | 2018-07-03T06:39:25Z | - |
dc.date.available | 2018-07-03T06:39:25Z | - |
dc.date.issued | 2018-07-03T06:39:25Z | - |
dc.identifier.uri | http://nccur.lib.nccu.edu.tw/handle/140.119/118184 | - |
dc.description.abstract | An important method of enhancing or developing new corporate differentiating emerging technological competences is to establish corporate central R&D. This practice is centred on the competency‐based view of the firm and has been implemented by companies in numerous developed countries. Corporate R&D centres are now becoming important to newly industrialized smaller nations such as Taiwan. Yet few studies have investigated the R&D management practices of effective corporate central R&D centres in emerging countries. Here the case study method is used to review nine R&D centres from each of three countries: the USA, Japan, and Taiwan. Seven findings are provided regarding effective management of R&D centres. | en_US |
dc.format.extent | 130778 bytes | - |
dc.format.mimetype | application/pdf | - |
dc.relation | Creativity and Innovation Management, Vol.22, No.1, pp.37-52 | |
dc.title | Innovation Mechanisms and Knowledge Communities for Corporate Central R | en_US |
dc.type | article | |
dc.identifier.doi | 10.1111/caim.12015 | |
dc.doi.uri | http://dx.doi.org/10.1111/caim.12015 | |
item.fulltext | With Fulltext | - |
item.cerifentitytype | Publications | - |
item.grantfulltext | restricted | - |
item.openairetype | article | - |
item.openairecristype | http://purl.org/coar/resource_type/c_18cf | - |
Appears in Collections: | 期刊論文 |
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