981 resultados para strategic technological decisions
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This report outlines the strategic plan for Iowa College Student Aid Commissions including,goals and mission.
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This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.
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This report outlines the strategic plan for Iowa Utilities Board including, goals and mission.
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In this paper we carefully link knowledge flows to and from a firm s innovation process with this firm s investment decisions. Three types of investments are considered: investments in applied research, investments in basic research, and investments in intellectual property protection. Only when basic research is performed, can the firm effectively access incoming knowledge flows and these incoming spillovers serve to increase the efficiency of own applied research. The firm can at the same time influence outgoing knowledge flows, improving appropriability of its innovations, by investing in protection. Our results indicate that firms with small budgets for innovation will not invest in basic research. This occurs in the short run, when the budget for know-how creation is restricted, or in the long-run, when market opportunities are low, when legal protection is not very important, or, when the pool of accessible and relevant external know-how is limited. The ratio of basic to applied research is non-decreasing in the size of the pool of accessible external know-how, the size and opportunity of the market, and, the effectiveness of intellectual property rights protection. This indicates the existence of economies of scale in basic research due to external market related factors. Empirical evidence from a sample of innovative manufacturing firms in Belgium confirms the economies of scale in basic research as a consequence of the firm s capacity to access external knowledge flows and to protectintellectual property, as well as the complementarity between legal and strategic investments.
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We use network and correspondence analysis to describe the compositionof the research networks in the European BRITE--EURAM program. Our mainfinding is that 27\% of the participants in this program fall into one oftwo sets of highly ``interconnected'' institutions --one centered aroundlarge firms (with smaller firms and research centers providing specializedservices), and the other around universities--. Moreover, these ``hubs''are composed largely of institutions coming from the technologically mostadvanced regions of Europe. This is suggestive of the difficulties of attainingEuropean ``cohesion'', as technically advanced institutions naturally linkwith partners of similar technological capabilities.
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This report outlines the strategic plan for Iowa Alcoholic Beverages Division including, goals and mission.
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This report outlines the strategic plan for Credit Union Division including, goals and mission.
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This report outlines the strategic plan for Iowa Department of Cultural Affairs, goals and mission.
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This report outlines the strategic plan for Iowa Department of Inspections and Appeals, goals and mission.
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This report outlines the strategic plan for Iowa Department of Natural Resources, goals and mission.
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This report outlines the strategic plan for Department of Management, goals and mission.
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This report outlines the strategic plan for Department of Transportation, goals and mission.
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This report outlines the strategic plan for Iowa Department of Public Defense, goals and mission.
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This report outlines the strategic plan for Iowa Department of Public Safety, goals and mission.
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This report outlines the strategic plan for Iowa Department of Economic Development, goals and mission.
