Managing foreign R&D laboratories in China

Abstract

This paper focuses on the management of R&D units established by foreign companies in China, investigating R&D missions, site build‐up, integration with the parent organization, and overall performance measurement. The research is based on 37 qualitative expert interviews with local R&D directors and managers conducted between 2001 and 2004, using a semi‐structured research questionnaire, and semi‐quantitative research done on 199 foreign R&D labs in China. Cultural influences on R&D management, location advantages, expatriate involvement, and organizational evolution of local laboratories are discussed. We find that foreign R&D laboratories in China are not only important vehicles for local market development but also increasingly important sources of locally developed technology.