AIB 2012 Conference Proceedings - Academy of International ...

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economies are also listed as authors on the patents). We test the proposition that global collaboration reflects a
task partitioning strategy to mitigate spillovers within weak IPR regimes in the emerging economies. For a
sample of MNE subsidiaries in the telecom and semiconductor industries, our results indicate that whether it
was intended to or not, global collaboration does not mitigate spillovers within the emerging economy and in
fact increases aggregate spillovers outside the MNE. Rather, the high levels of global collaboration in MNE
patents in emerging economies like India and China may simply reflect the fact that most of their R&D
subsidiaries in these countries may still be relatively young. (For more information, please contact: Suma
Athreye, Brunel University, United Kingdom: suma.athreye@brunel.ac.uk)
The Depth and Breadth of International Innovation: The Roles of Technological Diversity and Degree of
Innovativeness
Yung-Ching Ho, National Chung Cheng University
Ying-Ying Hsieh, National Chung Cheng University
When does international research and development (R&D) lead to superior performance In this study we
examine the performance implication of R&D internationalization by taking into account the technological
diversity and the degree of innovativeness. These two aspects cover the breadth and depth of innovation, and
shall shed lights on the roles different types of innovation play in the overseas R&D-innovation outcome
mechanism. Our hypotheses argue that technological diversity and degree of innovativeness negatively
moderate the influence of R&D internationalization on innovation performance. They indirectly diminish the
MNCs' ability to gain benefits from R&D internationalization. We analyze an 11-year data set from 2000 to 2010
of over 66 Taiwanese publicly listed firms in the semiconductor industry. Although this is only a preliminary
study with further analysis in progress, and the hypotheses not fully supported, we gain a better picture about
the direction and where this work should be proceeding. (For more information, please contact: Ying-Ying
Hsieh, National Chung Cheng University, Taiwan: yy.hsieh@gmail.com)
Innovation and International Patenting trends in the Photographic Equipment Industry
John W Clarry, Rutgers University
Innovation is an essential form of competition in many industries. Normal innovation is focused on existing
customers, but radical or disruptive innovation can create new customers and disrupt markets. This paper uses
patents to track potentially disruptive changes from digital technologies in the photographic equipment industry.
Patent counts indicate new knowledge is unevenly distributed internationally and amongst firms, which
constrains disruption and fosters R&D rivalry. Discrete technological fields in the digital imaging industry
indicate concentration of patents from a few nations and firms, especially from Japan. Patenting activities in
the industry are increasing as international sales and production networks grow; but financial returns to patents
and R&D efforts are uncertain due to rapid imitation and disruptive technologies from smartphones. (For more
information, please contact: John W Clarry, Rutgers University, USA: jc1418@andromeda.rutgers.edu)
Are Dynamic Capabilities Influenced by the Geographical Location of Company Headquarters
Elzotbek Rustambekov, Old Dominion University
This is a conceptual paper, which looks at dynamic capabilities as a specific type of knowledge that is
geographically localized. Dynamic capabilities are knowledge-based processes that are developed over time by
means of interactions among company's resource bundles and capabilities. Dynamic capabilities enhance a
company's capacity to leverage resources and organizational processes to increase profitability. Corporate
headquarters were selected as a unit of analysis because of their knowledge-intensive nature. Empirical
evidence suggests that about six percent of headquarters relocate every year and reasons for relocations are
different than just tax incentives (Voget, 2010). It is argued that geographical proximity of headquarters
causes spillover of operational knowledge during interactions between managers. That operational knowledge
AIB 2012 Conference Proceedings
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