A MODEL
FOR THE ASSESSMENT OF THE SECTORAL
TECHNOLOGICAL SITUATION
TÜLAY AKARSOY ALTAY
Special thanks to Mr. Ercan Orhan for his contribution in the study
0
Contents
Introduction
Object of the study
Aim of the study
Conceptual basis of the study
Method of the study
Actors of the study
Steps of the study
Further stages of the study
Appendices
Appendix 1: Work flow
Appendix 2: Criteria for the selection of sectors
Appendix 3: Criteria for the selection of enterprises
Appendix 4: Method of meeting
Appendix 5: Data forms
06/12/2001
REV. A 16/05/2002
REV. B 31/03/2004
1
INTRODUCTION
Due to the increasing effects of the technological know-how within and upon the production
process, it is necessary that countries like Turkey, who knows how to produce and is preferred
in certain areas as the global production centre, become candidates for higher roles on the
international production band which is gradually converging and integrating, as well as
adding R&TD (Research and Technological Development) capabilities to her capabilities of
production. This necessity arises from the fact that any country that does not have a certain
technology “unfortunately” gives the initiative to decide on the production centre to those
countries which possess that technology. It simply is not possible either to sustain an
important role such as being a production centre or become a candidate for higher roles at the
production band.
Technology transfer has been perceived for a long time as the way to acquire technology and
then to development. However, the know-how which has been acquired through transfer of
technology can only be one of the ways of acquiring technology. It is, therefore, paramount to
have an infrastructure and some know-how in order to convert the transferred know-how to its
derivative applications and institutionalise and manage them. Another and in my opinion the
main way of acquiring technology is to possess the technology based on R&D work. That
means that technological know-how should gradually be internalised and re-produced
resulting in the research and technology development ability. It seems that there isn’t any
other way of “gaining competitive advantage due to the technological upper hand” and
survive in the present world.
This (R&TD) process is not a linear but a complex and interactive spiral. It may also be the
chance the lagging countries like ours have got. It is observed that the countries generally
grasp this complex road in order to gain these abilities, apply the supporting means within the
framework of the “national science and technology policies” through a “national innovation
2
system” and diversify those activities according to the needs. This study may be regarded as a
contributing step towards this conceptualization and diversification of means of support.
Development of a methodology which is more suitable to our own conditions and aiming an
“assessment of the present sector technological situation” has therefore been attempted here.
That the model focuses on those sectors where the R&D processes have intensified is a
conscious choice, the aim being the establishment of our “assets” through a dynamic
assessment of the situation at the sectors where there exists comparative technological
advantage(s). The term dynamic expresses the technological trends likely to shape the future
and the dreams about them, as well as the complexity and liveliness of the variety of the
process itself. As the objective is to grasp fully the state of affairs and to create solutions
using our entire creativeness, this study develops a method which is free from any academic
anxiety and directed completely towards application.
One important aspect of the model is that it is to be applied in selected areas and with selected
participants. Processing of specifically collected restricted data-in-depth and reaching at more
concrete results has thus been made possible. Moreover, a starting ground where the
participants may control their information will be established by bringing together by means
of data forms on a much wider platform all the abilities of design, design approval and
technological command etc which the sub-products and the parts may contain. The further the
study goes the more restricted the ground will be, resulting in the establishment of choices to
focus on. There have been some previous similar studies on the area using rather shallow
databases, reaching at conclusions sometimes, however, on the whole starting from the data of
irrelevant parts.
Gaining a “competitive advantage based on technology” is a vitally important problem for our
country, which has more than one and mutually interacting variables. Brain-power of the
participants has been chosen as the most effective means to solve this complex problem. The
3
appropriate approach chosen here aims to bring into the open the passive information these
people already possess and let them interact. The planned successive work that will follow
will provide that groups will begin speaking the same language and reach a conceptual
common understanding. Consequently, by unleashing – not the codified knowledge but - the
tacit knowledge that those experienced people have, it will be possible to establish a
meaningful base for the analysis-interpretation-solution. That the different opinions and even
extreme views will be given space rather than ever-seeking a compromise will result in a
diversity of solutions.
It is assumed that this study which has an objective to create a valuable resource base for
many future studies will not only be a model for the other sector studies but also play an
effective role within the national innovation system because of its ability of defining – by
taking into account what exist and what not - the means and mechanisms of support which are
in conjunction with the sector in question.
OBJECT OF THE STUDY
The objective of this study is; to improve the support programs and mechanisms, and/or to
design and propose new support programs and mechanisms, as the data that the institutions
that grant R&D support collect reach to certain levels where it is possible to consider the
differences and the technological abilities in different sectors. This objective has been defined
for the institutions that grant R&D support. It may differ according to the users of output.
AIM OF THE STUDY
The aim of this study is to determine the sectors where focusing on R&TD have been
observed, and to create a dynamic technological map for each sector, through choosing and
working on the companies of this specific sector. This dynamic technological map will be
thoroughly investigated according to certain criteria, leading to guiding reports that will be
used as means establishment of sector policies and strategies on macro and micro scales.
4
Micro-scale assessment reports which the participating companies may use will be produced
as well as the realisation of the macro objectives such as the improvement of support
programs and/or the designing of new support programs that have been referred in the
previous “Objective” section.
CONCEPTUAL BASIS OF THE STUDY
The method applied here has been developed around the “dynamic” element. Being dynamic
means the ability to readjust on the basis of the interaction of overlapping views of past,
present and tomorrow. Being dynamic is not having the still picture of a certain instant.
What
the concept
dynamic
explains,
in
this
study’s context
is a
mode
of
perception/interpretation which includes
a. Technological trends of the near future,
b. Mutually interactive relations between the parameters over time,
c. Flexibility to adopt to more than one choice the change may bring out.
Seen from this perspective, what is expected to be seen on a dynamic technological map is,
within the framework of the basic and critical technologies of the particular sector studied, to
establish dynamically the position of the companies with respect to; their ability to design
and/or design verification, their command of technology (the possession and sustaining of the
ability to assimilate, reproduce and develop) and, Their capacity to spread the technology and
trigger the applications.
THE METHODOLOGY
The study will be realised through the individuals and institutions (actors) who will be
effected from the results of the study, participate in and contributing to it. The means of the
study are data forms, meetings and preparing reports.
It is intended that the study will predominantly have the objective of the improvement of the
R&D support program. The participatory techniques will be employed as part of a systematic
5
and thoroughly defined process, which aims to direct the results to scenarios with higher
probabilities. This process has been developed on the basis of the conceptual pillar of the
study, i.e. the dynamic dimension. It is within this context that
n
the tacit knowledge on which the actors’ insights are based will be made visible
through the directing questions,
n
the diverse approaches of the actors will be put into interaction, and
n
all these will be repeated with a certain frequency.
If one wishes to explain the details of this study using a more popular language, then this
study may be regarded nearer to “forecasting” from the point of view of focused participation
and aiming to reach at higher probability scenarios; and nearer to “foresight” from the point
of view of bringing out the instinctive approaches out to the open and interactive
participation.
ACTORS OF THE STUDY
Actors of this study are
n
Companies,
n
Academicians and specialists, and
n
Concerned public and non-governmental organisations.
The companies will be chosen in accordance with the criteria listed in Appendix-3. It is
requested that the participants of the second meeting (Companies’ meeting) are specialists
active in R&D work. And, the participants of the third meeting (Concluding meeting) are
n
Participants of the second meeting, and
n
Individuals from the strategically decision making bodies of the companies.
The main approach to the meetings at different stages is the same, and it is explained in
Appendix-4.
6
During the selection of academicians / specialists, their relation to the sector studied and their
experience in the R&D support programs. Academicians/specialists will be attending to the
first meeting (academicians’ meeting) and the third meeting (concluding meeting).
Concerned public and non-governmental organisations are those institutions that give R&D
support or have R&D activities. These actors will be attending the third meeting (concluding
meeting). It is requested that their representatives are specialists taking part in support
activities and high-level leaders. The study will be executed under the leadership of one of the
public and non-governmental organisations.
STEPS OF THE STUDY
Study work-flow is presented at Appendix-1.
1. The selection and classifications of sectors with R&D intensification:
If the sector is big, then this stage may be done by first sub-grouping and then choosing, on
the basis of the projects for which there are applications for R&D support. (Responsible:
Institutions which grant R&D support)
→ Output-1: List of Sectors
The definition of Sector is based on the final product. The group of companies which are
taking part in the production chain are regarded as a sector.
2. Developing criteria to determine the sectors to work upon:
The R&D intensification, technology based networks are verified by bringing their “forwards
and backwards” connection with technology. The developed criteria are given in Appendix-2.
(Responsible: Institutions which grant R&D support)
→ Output-2: The criteria for sector selection
3. Sector selection:
It is determined according to Output-2. (Responsible: Institutions which support R&D)
→ Output-3: The sectors to work upon
7
4. The development of selection criteria for the companies of the sector:
The criteria are given in Appendix-3. (Responsible: Institutions which grant R&D support)
→ Output-4: Company selection criteria.
Selection of companies:
This is done according to Output-4. (Responsible: Institutions which grant R&D support)
→ Output-5: Participant companies
5. Preparation of data forms:
(Responsible: Institutions which grant R&D support)
The data form which is given in Appendix-5 has three tables which are formed in two stages:
Table 1 investigates the company’s level of acquisition of technology on the basis of sub
products and its future plans. (See Stage 1 / Table 1 + Stage 2 /Table 2) It is requested that in
product tree one does not go lower than the level where critical technologies intensify (this is
not valid for process technologies). Certain categories have been developed in order to
understand the level of acquisition of technology. These are;
Purchase of ready technology from the Licensor Company or its procurer;
Production of the product by having the Manufacturing Data Package (MDP) and Technical
Data Package (TDP); or, having MDP and TDP but outsourcing the production.
C-Design or design verification capability of the company; or capability to co-design and
outsourcing the production; capability to production process and/or conceptualising it.
As one may follow, the technological capacity increases from A to C. Table 1 questions also
the criticality of the product design/design verification. This “criticality” is related to role of
the “design of the concerned sub-product” in the final product. If the company does not have
the ability to design then it is also requested that the company presents a plan for future
acquisition of the design ability.
8
Table 2 (See Stage 1 / Table 2 + Stage 2 /Table 2) investigates the technological areas
concerning the products and searches for the company’s command of technology on the basis
of the subsequent product-technology matrix and planning of the process of acquisition of
technology for those areas in question.
Explanations from the each company are requested on the basis both the basic and critical
technologies concerning the product. Therefore it is requested that the explanations should be
given at the end-columns by writing the name of the technologies. Sometimes the basic
technologies are already acquired but there is a request for a plan for acquisition of the critical
technology or perhaps there is not such a need. A sometimes the basic technology hasn’t been
acquired therefore there will be a process of acquisition. All these cases should be explained
clearly.
Table 3 asks the company’s relation with the procurer on technology (See Stage 1 / Table 2 +
Stage 2 / Table 3). Here data concerning the sharing and dissemination of technological
know-how will be collected. The information on the two columns about the stages in Table 1
should be given here.
Consequently, it will be possible to see, following these three tables, the company’s
technology found on its product tree, its command of technology in the critical areas for the
sub products and where it stands in a certain hierarchical classification of acquisition of
technology, and its plans to improve the process of acquisition of technology, its abilities and
connections with the suppliers (tiers)
→ Output-6: Data forms
6. Filling the Data Form and/or preparation of the report by the specialists
(technology analysts) on the technological base of the company.
(Responsible: Companies)
9
Filling the Data Form will be done in several stages. First, each participant company will
be requested to fill in the separate columns (technologies) and rows (products). This
information will be organised into a ready-to-fill form with headlines in rows and
columns. This unique empty form will be used as the Data Form in the study. As the Data
Form has conceptual meanings to be disclosed and clarified face-to-face meetings with
each company will be preferred at this stage.
→ Output-7: Data and/or reports.
7. Selection of the participant academicians:
(Responsible: Institutions which grant R&D support)
They will be selected from the arbitration pool of the institutions giving the R&D support, in
accordance with their relations to the sector and the experience they have acquired during the
process of giving R&D support.
→ Output-8: List of participant academicians.
8. Preparation of confidentiality clauses:
(Responsible: Institutions which grant R&D support)
→ Output-9: Confidentiality clauses
9. Unification of Data Forms:
In order that company forms become sector information all data is unified in a single form.
(Responsible: Institutions which grant R&D support)
→ Output-10: Unified Data Form and completed data
10. Preparation of the questions to be asked to participant academicians and posting
them together with the unified form:
(Responsible: Institutions which grant R&D support)
→ Output-11: Questions to the academicians
10
11. Preparation towards the adoption of the meeting procedures for the
academicians’ meeting:
(Responsible: Institutions which grant R&D support and academic support)
→ Output-12: Meeting procedures
This will be a method to unleash the academicians’ passive knowledge about the sector in
question given a certain framework within a certain time limit. The information about this is
given in Appendix-4.
12. Academicians’ Meeting:
(Responsible: Institutions which grant R&D support and academic support)
→ Output-13: Comments and debate
13. Preparing an intermediary report assessing the academic debate and sending it
to the companies:
(Responsible: Institutions which grant R&D support and academic support)
→ Output-14: Intermediary report (I)
This report is the unification of the academicians’ views on the basis of the “unified sector
data” and their “own passive knowledge” for the benefit of the aims of this study.
14. Preparation towards the adoption of the meeting procedures for the companies’
meeting:
(Responsible: Institutions which grant R&D support and academic support)
→ Output-15: Meeting procedures
This will be a method aiming that companies discuss their own strategies for technological
development on the basis of the prepared report and in comparison with the other companies.
15. Companies’ meeting:
(Responsible: Institutions which grant R&D support and academic support)
→ Output-16: Comments from the meeting
11
16. Preparing a report assessing the companies’ meeting and sending it to all actors:
(Responsible: Institutions which grant R&D support and companies)
→ Output-17: Intermediary report (II)
17. Preparation towards the adoption of the meeting procedures for the concluding
meeting: (Responsible: Institutions which grant R&D support and academic support)
→ Output-18: Meeting procedures
This is the last meeting where the interaction and participation plays primary role and the
decisions are taken by all the actors together. The method of the meeting ensures that the
participants put forward the necessary strategy for the sector, assessing the outer world aims;
and bring proposals towards the establishment of necessary technology policies for these
strategies.
18. Last meeting with all the participants:
(Responsible: Institutions which grant R&D support)
→ Output-19: Final Report
Preparation before the meetings is important in order to have the expected outputs. Therefore,
preparatory discussions with the participants are held before the meeting where the
information accumulated during one stage and the questions derived from them are presented
to the participants before the next stage.
FURTHER STAGES OF THE STUDY
The comparative seeking of technology acquisition should continue parallel to the main study
and the actors should also be requested to verify their strategy concerning this.
A comparative study on the levels reached by the companies from the countries of lateindustrialisation by implementing R&D in a certain industrial branch, and through which
processes they did this can be done and results of such a study may be utilised as
12
supplementary source of information for the transformation of the proposals crystallised in the
third and last report into programs of action.
During the further stages of the study this method will be utilised in the other sectors as well,
so that a general interpretation of the results of individual sectors will be possible.
13
APPENDIX-1
WORK FLOW
Determination and classification of sectors with R&D intensification
Choice of sectors to study
Determination of the companies covered by the sector and choice of
companies for the study
N
Approval
of
company
Y
Working together with companies and/or academicians
Determination of scope and methods
Determination of network
of technology inputoutput (company scale)
Dynamic assessment of
technology
(company scale)
Preparation of sector situation report
Evaluation of situation report
Feasible
N
Final situation
report for the
sector
Y
Revising support programs and draft new programs
14
APPENDIX-2 CRITERIA FOR SECTOR SELECTION
What is the degree of the R&D intensification in the sector? The total number of R&D
projects in the sector, their project magnitude, high-tech content in the project, any
innovations, et cetera.
Do some companies/groups of companies aim the acquisition, development and spreading of
the critical technologies?
Do some companies/groups of companies aim establishing “technology production centres”,
“centre of excellence”, etc?
What is the level of R&D organisation of the sector? (Pre-competition common research
centres, participation f.ex. in University-Industry Cooperation Centers projects.)
What is the weight and distribution of foreign partnerships or foreign investments? Is there
any correlation between the situations asked in the previous questions and foreign
partnerships?
Does the utilisation of a national/local resource in R&D activities in the sector constitute an
important factor in the decision of foreign investors to move their R&D units to Turkey?
Can the created abilities become a national build-up and then sustained?
Have the objectives been defined and approved by the concerned / responsible institutions,
politicians? (The perspectives of 5-year development plans, sector reports, SPO sources.)
15
APPENDIX-3 – COMPANY SELECTION CRITERIA
What is the level of technological base of the company?
Does the company improve its competitive ability within the sector by achieving advanced
levels of production technologies, by improving the product quality, adding new properties to
product, increasing the productivity? What is the comparative added value of its output
(product, method, etc.)?
Does the company have any vision of acquisition of (new) technology, assimilate, develop
and redevelop it and seek for its dissemination?
Does the company have any original knowledge in the international production relations (or in
the international production band), within the sector? Does it have any vision in this
direction?
Does the company transfer technology abroad, does it export any know-how?
Does the company have any organisation and management to sustain the R&D abilities it has
acquired?
Does the company have any organisational ability to trigger / help create other activities
through its own R&D work?
16
APPENDIX-4 - MEETING PROCEDURES
There isn’t any single method towards bringing the tacit knowledge into the open upon which
everybody agrees. The main reason for this is that tacit knowledge cannot be brought out into
the open through the simple written questionnaires. Moreover, it is not possible to use the
same mould to get the knowledge where perhaps several stages are required. Therefore, the
meeting procedure should be rather flexible except certain few basic principles, and it should
enable the moderator to swiftly introduce changes when the situation makes it necessary.
However, the precondition for such flexibility is that all participants starting from the
moderator come to the meeting well prepared.
Although the meeting procedures at different stages of the study are generally the same, each
meeting may have its own specific aspects.
The general aspects of the meeting procedures are given below:
A. It is a type of meeting where the participants are thought to have tacit knowledge on a
certain subject within the framework of a defined scope. It will be correct to have in all
meetings homogenous groups of participants concerning the knowledge production or
utilisation of knowledge. (The participants of the first meeting are defined as academicians;
only the researchers with high technical knowledge and work in the participant company will
attend the second meeting; and the last meeting’s participants are defined as the decision
makers (in the companies) who have the power to put these knowledge into practice.)
B. As there cannot be a single method to reach the level defined in the scope the meetings will
be done in stages. These stages allow making returns when necessary. The most important
point to remember in these stages is to secure utilisation of the knowledge reached at one
stage in the next stage. It is the moderator’s responsibility to direct the meeting towards the
creation of this accumulation.
17
C. Due to the reasons given above, it is recommended that the meeting(s) should be viewed
not only from the point of view of the work done during the meeting but also with its before
and after.
i. Before the meeting:
All data are merged into one single form in order to make the company data sector data.
Questions are prepared and sent to the participants together with the unified data form so that
the participants prepare themselves before attending the meeting. Written reports are
requested from the participants.
Choice of the meeting place and time: The meeting will be arranged at such a place and time
that the participants are kept away from their daily work.
The moderator prepares two different sets of directing questions before the discussion. One
set of questions are prepared for the confirmation of already written information, filling in the
missing information and eventually for the corrections. The second set questions, however,
are aimed to enquire and find out; therefore some of them should be open-ended type
questions.
Questions should be tried and if necessary corrected before the meeting.
ii. During the meeting:
The participants should be reminded on why the meeting is held and a short explanation
should be made on the aim and scope of the meeting.
An informal atmosphere that can contribute to the group dynamics leaving aside the
formalities should be established at the beginning of the meeting so that the participants feel
at ease.
Basic rules on the structure of the meeting: Explanations on the types of questions (general
questions or type of questions each participant is expected to answer), and that it isn’t
necessary to have a collective decision, that the discussion will be confidential, and that the
18
notes will be taken during the speeches so that a report can be prepared later, et cetera should
be explained at the beginning of the meeting.
Discussions: The meeting should begin with the questions prepared by the moderator; there
should not be any interference during the speeches except moments of explanation or cutting
out the repeats. Speeches should be summarized when necessary referring to the speaker’s
own words. Moderator should let the meeting continue as planned or change its direction
according to information need.
iii. After the meeting:
Results should be finalised as to make them basis for the next step. The report should include
the matters agreed as well as the extreme views.
All participants should be told the summary of the findings of the meeting and contents of the
report, and they should be asked whether any points made during the meeting was missing or
incorrectly referred in the report (so that they are corrected).
19
APPENDIX-5 – DATA FORM (Tables)
To be sent to the companies for filling
Preface
When the projects supported by our institution within the framework of R&D support were
classified with respect to their financial size and characteristics, the project from the
……………. Sector takes up a significant place. This makes it necessary for us to verify the
depth of the support this sector receives and the R&D approaches of the supported companies
more thoroughly from the point of view of realisation of our institution’s objectives
concerning policy of incentives. Depth of support may increase further by adoption of the
aims of becoming technology production centre / centre of excellence in one or more chosen
technological areas by different actors in the R&D field in the country.
The rings around the objective of becoming a technology production centre should include the
development of new technologies, improving the ability to assimilate the technology and
disseminate it to entire economy. There are two important points here. First, do these
companies or groups of companies aim acquisition of certain critical technologies, developing
and diffusing new technologies? Secondly, are the R&TD related institutions, individuals,
politicians aware of these aims?
As these aims will overlap with the R&D support policies they are quite important for the
creation of support criteria. That a national (local) resource is to be utilised in certain chosen
R&TD activities may also be an important factor for foreign investors in their decision to
move their R&D units to Turkey. From the point of view of the receiving end
(country/company) of foreign investment, the contribution of the investments to technological
development and to R&D activities depends on that country’s (company’s) ability to reach a
certain technological level. It should be the common objective of all sides (actors) to assess
the yield and steer the national resources accordingly.
20
There may be some tightening on the R&D grants to the sector in the near future due to the
national/international necessities and economical restrictions and the traditional industries
may fall out of the scope of support. These disadvantages can only be overcome by the
increased content of higher technologies.
……………. Company from main and/or supplier industry companies of …………… sector
has been selected for this study. It is expected that a dynamic technological map of the
companies/ sector (such as their level of acquisition of technology, its reproduction, being a
technological centre, et cetera) will be drawn and their vision will be marked at the end of this
study. Turkey’s technological map, opportunities and weaknesses in this sector will also be
verified in this light. Another important leg of the study is the academicians who are the
evaluators in the R&D support process. Using several meeting techniques the tacit knowledge
of the academicians on the sector will also be collected and the results achieved will be
assessed.
The attached Data Forms (Tables) have been prepared in order to make this study. Your
company is expected to do the following:
First stage:
Please criticise the prepared tables (data forms) by also examining the definitions and
explanations from the point of view of the projected results, and bring your proposals.
Please write down the heading of the rows (sub product groups and products). It is requested
that this will be done utilising the main product tree. However, it may not result in a
meaningful conclusion from the point of view of “our projected results” if the end product
level (the very bottom part) is chosen as starting point to write the headings. It is therefore
recommended that the headings are written by cutting the tree at points of intensification of
critical technologies. This intervention may be done at different levels for different units,
21
sections, groups. Subsequently there will be more focusing on basic, critical technologies that
are needed for the design of sub products and plans for developing the design abilities.
The headings in the rows of the tables may be filled by repeating more than once.
Please add a list of the referred technology areas and codes to the appendix of Table 2. F.ex.
Technological area for suspension: acoustics, vibration.
You may also utilise the technology codes that out institution uses. See…
Second stage:
Those tables that are filled by you and sent to our institution at the end of the first stage will
be unified and sent back to your company. Please fill these finalised tables.
IMPORTANT: Please note that the participants who unified and utilised the data forms will
be requested to sign a confidentiality clause.
EXPLANATIONS, DEFINITIONS, CODES
EXPLANATIONS CONCERNING THE TABLES
The objective of this study is to understand the accumulation of the companies over time and
their future plans and draw a map of sector’s technology map. Technology is the sum of all
information, experience, and specialisation and R&D activities over a long time. Technology
(from the point of view of its function in this study) should be taken as particular knowledge
of the characteristic aspects and performance characteristics of the design activities of the
company. Tacit, cumulative and leap nature of the technology is distinguished here. Therefore
a suitable tool has been developed for this purpose. It is the data Form which consists of 3
tables given in the attachment.
In order that Data Form will yield the expected results same language should be used and a
common ground of understanding should be achieved.
The concept of the acquisition of technology is important for the creation of such common
ground of understanding. The technology transfer may be viewed in the late-industrialised
countries as the most important means of acquiring technology. As to the form of transfer it
22
may be classified as technology transfer from country to country, from company to company,
or from university or R&D institution to company. Several different definitions may follow.
This detail has been omitted here. However, if we may give the definition of technology
transfer as “transfer of the know-how which is necessary for the efficient realisation of
industrial activities that include R&D, production, marketing, selling and post selling services
from the individuals or institutions that acquire them”, it will then be seen hat technology
transfer is not as easy as the purchase of fixed capital (machinery and equipment) or the
supply of their catalogues. The internalising of the know-how that has been acquired by
technology transfer and its reproduction may be one of the ways of acquiring technology.
However, the technology acquisition is realised only when the industrial activities contained
in the term technology transfer have been transformed into its derivatives, the whole process
has subsequently been institutionalised and knowledge, infrastructure (facilities, machinery,
equipment, trained labour etc) and the ability necessary for the overall management are there.
The second and essential way of acquiring technology is achieving the command of
technology based on research and development. This means internalising the technological
knowledge and achieving the ability to reproduce it by researching and developing.
Capabilities of a company to convert the technology into economical value as main factor of
competitiveness, to invest into future technologies, to develop or adjust technologies in order
to meet arising needs, to bring together products and services with the technology in a better
way and to manage all these with less costly and in a shorter time than its competitors, may be
called as the company’s “command of technology”. It is of vital importance for the
companies and exceeds a singular company under the present circumstances of production.
Fast technological change leads companies to unite / merge some of their own abilities with
those of some foreign sources. These sources may be universities, research institutes or other
companies. It follows that, in order to reach success the companies should be at a certain
23
ability level. However, it may not be necessary to have all the abilities / technological
resources under the same roof due to the economical, management difficulties. What is
important for the company is where, how and when to get the needed “foreign resources and
supports”, and to what extent. This is, in a sense establishment of an extended company
(firm). There are extensive applications of this in the automotive and aeronautics sectors,
between the user and technology procurer companies.
The capability of establishing and successfully managing networks could be a competitive
advantage for a company. The networks established by the utilisation of foreign resources
may be as successful as those networks company owns itself. The important factor here is to
analyse the needs and correctly decide on the areas that will be reserved for foreign resources
and those needs that will be met within the company itself.(*)
Table I aims, given the information above, to show design and/or design verification ability
and the company’s plans concerning the process to acquire that capacity. This process starts
from the purchasing of the license from the licensor and follows a gradually rising trend to
designing or capacity to verify the design.
Table II aims to show the company’s command of technology and its plan for the process of
acquiring technology in order to achieve that. When pointing to the relation between the
“technologies” given along the vertical axis and the “products” given at the horizontal axis,
please mark only those that are regarded as basic or critical for the company. Please write
only the full names of the technologies your company has command for each of the products
in the column of “command of technology”. And please write the full name of the critical
technologies in the column of “criticality of technology”. Technology, which is mentioned in
the “plan for the acquisition of technology”, may include more than one product or it may be
a production technology. Sometimes the acquisition of technology may bring with itself a
(*)
M. Akyos / The process of capacity development in technology at firm level and technology transfer. (Tr) /
Sakarya Quality Association, II. Technology and quality production systems congress, Sakarya.
24
management technology, and sometimes the management technology itself may be a critical
technology. If there is such a situation it should be explained during the filling in the tables.
DEFINITIONS (for this study)
R&TD: Research and development of technology
TDP: Technical data package. İt includes technical information on the product. Such as
the engineering drawings, material specifications, the product tree.
MDP: Manufacturing data package. It includes production information of the product. F.ex.
the process flow and operation procedures.
Design (DE): is the activities that involve the development of the concept; planning the
product development, production, marketing and post sale services; industrial and quality
design, product definition, product design, design of means and processes of production,
preparation and testing of laboratory models, determination of means and methods of test and
verification, preparation of product configuration and documentation regarding design and
tests.(**)
The selection and installation of ready-made systems and equipment in accordance with the
main design specifications is also seen as a special design work.
Design verification (DV): is the capacity to define the tests that are required for design
verification, to prepare the test program and perform the most important part of the tests. It
also includes the assessment of test results and the work to decide to make any changes in the
design in conjunction with the test results.
Basic technologies: They are the already known and utilised technologies necessary to have
for survival in the sector. (***)
Critical technologies are:
On a national scale:
(**)
(***)
Frascati Manual, 1993.
M. Akyos, ibid.
25
n
Higher technologies those are decisive in the international competitiveness,
n
Technologies those are decisive for country’s self-sufficiency, especially for the
national defence industry,
n
Technologies regarded as “speeding factor” in the areas of application that are
important for the national economy, (****)
n
Generic technologies that affect almost all range of economical activities,
n
Technologies that are fertile ground for the birth of new and original technologies and
new products.
On a company scale,
n
Technologies with long time of relevance (leaving aside those technologies that are
already known, acquired or easy to acquire for the product in question), higher
technologies that give a competitive edge, technologies that create the conditions for
the birth of new and original technologies and products.
Lower technologies: technologies that have no R&D inputs...
Higher technologies: technologies with the highest R&D input, “extreme” technologies...
TECHNOLOGY CODES
May be developed by the company, or the technology codes of institutions that give R&D
support may be utilised.
(****)
This definition is taken from the statement of reasons of the decision (20.12.1999 No: 99/02) of STHC
(BTYK). The term speeding factor actually belongs to the terminology of chemistry. One of the stages in multistage chemical reactions determines the reaction speed, i.e., it is also the critical stage.
26
27
28
29