追赶，危机和产业升级：韩国的电子产业的技术学习进化方面外文翻译(编辑修改稿)

追赶，危机和产业升级：韩国的电子产业的技术学习进化方面外文翻译(编辑修改稿)内容摘要：

a’s pet capita Ramp。 D expenditures of US$ (in 1993) lag well behind those of Japan ( in 1992) and the . (US$ ) (Lall 1997, Table 8). In order to reach a ‘critical mass’ for industrial upgrading, Ramp。 D investments in Korea will have to grow much further. The most vivid illustration is that, in parison to GM’s Ramp。 D budget, Korea’s total Ramp。 D expenditures amount to only 54% (Kim L. 1997b). Inefficiencies of corporate technology management What really matters however is the quality of the Ramp。 D output, ., the efficiency of technology management. Patent figures indicate that Korea has a problem: while it spends more than twice the amount for Ramp。 D pared to Taiwan, the number of patents granted to Koreans by the . in 1992 was only 538 pared to 1252 patents to Taiwanese (Kim Linsu 1997b, ). Korea’s innovation system continues to be dominated by a handful of chaebols: they can recruit the best scientists, engineers and managers, and their strategies determine the country’s research agenda (see section on unbalanced industry structure). Serious problems have been detected with regard to the effectiveness of the chaebols’ innovation management (Bloom 1992。 Kim S. G. 1995。 Kim I. Y. and Chung 1991。 Kim I. Y and Kim C. Y. 1991。 Kim L. 1992, 1993。 and Kim S. R. 1996). While external technology sourcing strategies ate highly sophisticated, the organization of innovation within these firms remains rather ineffectual and there is a huge potential for reorganization and productivity improvement. Organizational conservatism continues to prevail. If changes occur, they follow an outdated centralized Ramp。 D model, in contrast to the progressive decentralization of Ramp。 D which is typical today for Japanese, . and European firms. One important difference between Korea and Japan is that in Korea hierarchical patterns of firm organization are still much more prevalent (Janelli and Ylm Dawnhee ).This has important negative implications for the organization of Ramp。 D: Korean engineers and technicians are more inclined to work on their own and are much less willing to contribute to a team than their Japanese counterparts (Oki 1993). A bias in Korea for centralized Ramp。 D organizations also has quite negative implications beyond the boundaries of the firm. It is probably one of the main reasons for the still very weak status of domestic linkages among the different actors involved in the process of technology generation and diffusion. This applies in particular to linkages between the large electronics manufacturing panies and their suppliers of parts and ponents. Most of these links are either with foreign panies or are internalized by the leading chaebols (Bloom 1992). Inefficiencies of Korea’s public innovation system Important inefficiencies also exist in Korea’s public innovation system. While the government’s share of Ramp。 D has declined to less than 20%, it is still large enough to play an important role. Yet, there is a serious lack of coordination among Ramp。 D programs of different ministries which has wasted Korea’s scarce resources. T。