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The impact of cultural differences on technology transfer: Management practice moderation

Nguyen Thi Duc Nguyen (Research Organization of Science and Technology, Ritsumeikan University, Kusatsu, Japan)
Atsushi Aoyama (Graduate School of Technology Management, Ristumeikan University, Kusatsu, Japan)

Journal of Manufacturing Technology Management

ISSN: 1741-038X

Article publication date: 7 September 2015

2883

Abstract

Purpose

The purpose of this paper is to quantitatively evaluate which of the elements of five management practice constructs – management commitment, quality practice, team-based work, training, and sharing and understanding – can significantly lessen the adverse impact of cultural differences on efficient technology transfer.

Design/methodology/approach

Exploratory factor analysis, confirmatory factor analysis, and structural equation modeling multigroup analysis are used to analyze structured survey data from 223 Japanese manufacturing subsidiaries in Vietnam.

Findings

The following are the primary factors that moderate the adverse impact of cultural difference on efficient technology transfer: employees’ understanding of quality; top managements’ communication of clear goals and procedures for technology transfer; the nature of the collaborative teamwork and frequent communication about technical issues among Japanese experts and Vietnamese staff; sending of key Vietnamese technical staff to Japan for technological seminars and on-the-job training while providing them with the appropriate materials and guidelines.

Practical implications

Although cultural diversity’s impact on technology transfer may never be problem-free, Japanese and Vietnamese managers should be aware of the effects of differing cultural values and use the appropriate interfaces to minimize cultural problems, maintain a cooperative environment, and transform cultural values into business value.

Originality/value

Cross-cultural technology transfer research, from the knowledge-based perspective, has produced interesting findings but has not yet identified which managerial elements effectively reduce the adverse impact of cultural difference on efficient technology transfer. This study addresses that shortcoming through the organizational learning perspective.

Keywords

Acknowledgements

The authors would like to express the deep gratitude to the Japanese executives and Vietnamese production managers working at Japanese manufacturing subsidiaries in Vietnam for their strong support of intensive survey. Also, the authors gratefully acknowledge the generous grant in aid for international research activities provided by the Ritsumeikan Kokusaiteki research fund, and the Japanese Ministry of Education, Science, and Culture.

Citation

Nguyen, N.T.D. and Aoyama, A. (2015), "The impact of cultural differences on technology transfer: Management practice moderation", Journal of Manufacturing Technology Management, Vol. 26 No. 7, pp. 926-954. https://doi.org/10.1108/JMTM-09-2013-0130

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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