ABSTRACT
This chapter looks at technology transfers into the People’s Republic of China from the point of view of barriers impeding their successful identification, negotiation, implementation and development. It argues that, by precipitating cumulative, latent failure (whether passive failure, through the indifference of one party, or active failure, as a result of a dispute involving both parties) such barriers are the major factor influencing decisions and, hence, the design of management systems for decision making.
The staging of technology transfers is discussed in terms of strategic transactional decision making. A number of models, including two alternative five-stage models, were identified in the surveys and interviews, although subjectively perceived multi-stage transactions, on the one hand, and an inherent minimal three-stage transaction on the other, are by no means mutually exclusive. Five barriers were likewise identified as unevenly distributed amongst such stages. Such barriers, therefore, exist at all stages, but may exercise greater influence at one or other of them. Moreover, some of such barriers may be heavily open to influence from subjective perception. Hence, barriers at given stages may be objective and bilateral, or subjective and unilateral.
Accordingly, decision support systems for technology transfers need to be modelled as mechanisms for navigating such barriers, stage by stage, rather than as providing recipes for success. There is no clear safe route, either generally, or for particular transactions. In consequence, a five function cycle at each stage can be used to articulate particular disciplinary aspects integrally. Five disciplinary aspects likewise, were identified with the common function of locating, characterising and promoting the avoidance of barriers. While such aspects are in contact with potential barriers, however, they may need to be accessed randomly by a human user, who remains central to the system.
