Do competitive strategies drive R&D? An empirical investigation of Japanese high-technology corporations

Victor LIAO, Michael Tow Cheung*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

15 Citations (Scopus)

Abstract

This paper is an empirical study of the effects of competition strategy on research and development (R&D). Analysis of survey data from Japanese high-technology firms in consumer electronics, communications, precise machinery, and pharmaceuticals showed that the competitive strategies directed toward higher added-value and product differentiation exerted more impact on R&D than that aimed at cost leadership, and that strategies with broad market ambits were more important. We also found R&D to be fairly well integrated with strategic management. In sum, to enhance competitive advantage, Japanese high-technology companies tend to exploit R&D to create differentiated products with high added-value to supply a broad range of markets.

Original languageEnglish
Pages (from-to)143-156
Number of pages14
JournalJournal of High Technology Management Research
Volume13
Issue number2
DOIs
Publication statusPublished - 2002

Scopus Subject Areas

  • Computer Science Applications
  • Strategy and Management
  • Information Systems and Management
  • Marketing
  • Management of Technology and Innovation

User-Defined Keywords

  • Competitive strategies
  • High technology
  • Japan
  • R&D
  • Strategic management
  • Technology-based firms

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