| dc.contributor | 科管智財所 | |
| dc.creator (作者) | 吳豐祥 | zh_TW |
| dc.creator (作者) | Wu, Feng-Shang | en_US |
| dc.creator (作者) | Haak, Robert | en_US |
| dc.date (日期) | 2013-02 | |
| dc.date.accessioned | 3-Jul-2018 14:39:25 (UTC+8) | - |
| dc.date.available | 3-Jul-2018 14:39:25 (UTC+8) | - |
| dc.date.issued (上傳時間) | 3-Jul-2018 14:39:25 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/118184 | - |
| dc.description.abstract (摘要) | 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 (關聯) | Creativity and Innovation Management, Vol.22, No.1, pp.37-52 | |
| dc.title (題名) | Innovation Mechanisms and Knowledge Communities for Corporate Central R | en_US |
| dc.type (資料類型) | article | |
| dc.identifier.doi (DOI) | 10.1111/caim.12015 | |
| dc.doi.uri (DOI) | http://dx.doi.org/10.1111/caim.12015 | |
