Eco-Technology Joint Venture: A German-Czech Case Study

International cooperative models of inter-industry and inter-firm synergy result in a remarkable potential which could contribute to advanced forms of East-West economic integration. The development of eco-industry figures is among the present priorities of international collaboration in manufacturing. After several years of building up mutual knowledge and credibility, German and Czech or Slovak firms have adopted an increasingly cooperative form of behavior. From industrial agreements to joint ventures, various forms of business cooperation are becoming widespread. Not without problems: Cooperative business models are a most demanding part of East-West integration. The following case study aims to support the assertion that despite obstacles, business cooperation brings with it a number of unique advantages. International business alliances and partnerships can simultaneously facilitate the transfer of technologies and of management skills. The importance of well defined goals and personal initiative becomes evident. One case study cannot offer more than a certain insight into an individual approach. However, it could encourage many who are about to enter into East-West cooperative agreement to take action

The Impact of High Technology on Cooperative Business (Reflections in Microeconomics)

Studies in cooperative ventures disclosed a particular frequency of research and manufacturing alliances in the "high" segment of contemporary technologies. It is in this setting where inter-firm efforts flourish, such as joint perfectioning of design and methods, mutual assistance in the development of competitive advantages, horizontal collaborative schemes (e.g., interfirm networking, satellite relationship), unification of technical concepts, standards or certificates, computer integrated interfirm information and logistics, and final producer's and subcontractor's endeavor in continuous business improvement. Cooperative models in high technology manufacturing challenge the theoretical orthodoxy. Many empirical findings do not correspond with established theories. Conventional conclusions appear ambiguous. Attempts have therefore been undertaken to explain the proliferation of cooperative interfirm behavior on a new theoretical basis

Endless Frontier of the Quality Drive

The East of Europe displays a radically different business scene than a year or two ago. Political upheavals ensued by an economic transition (to the market economy) embarked at the endeavor to join the European and global market economy. But whoever would want to enter the world market has to have a passport as a proof of industrial quality. Most of the CMEA countries, now on their way to capitalism and its market mechanism, have already elevated industrial quality as one of the priority issues of their new economic policy. They have to overcome the past indoctrinated rigid quality control structures and procedures, and develop an up-to-date innovative company-based quality management systems. Though the experience is far from complete, some rules seem to be conclusive. This study could facilitate the deliberations of policymakers, business communities and executives

Total Quality Management (TQM) in Hungary II

Since 1987, Hungary has been adopting the concept of total quality management (TQM) to improve its competitive outlook in world markets. The concept originated in studies carried out by Professor S. Shiba at IIASA in 1986-1987. The key prerequisite was the draft of a comprehensive national program of quality promotion as explained in the first issue of this Working Paper. The Hungarian Industry developed a potential for gradual quality improvement. Selected companies apply the TQM systems approach corresponding to the advanced knowledge and experience of quality promotion. The results achieved so far surpass the initial expectations, both in enhancing the competitive advantage of exported goods as well as in encouraging the management commitment to quality issues. The response of the Hungarian industry triggered enlivened interest for TQM in other East European countries. Neighboring Czechoslovakia is adopting the Hungarian experience and inviting Hungarian experts. Other countries begin to take incentives, information and examples

East-West Technology Transfer: Basic Knowledge and Reflections

This report was commissioned by the International Council for New Initiatives in East West Cooperation (the "Vienna Council"). The rapid economic transition in many East West European countries has brought into sharp focus the need to modernize services, methods, management and specialized skills as well as products and processes in the manufacturing sector. In spite of the recent expansion of economic cooperation between eastern and western enterprises the economic and technical importance of these joint ventures are of little strategic importance to real economic reform. They are mostly small low-investment and mostly in the low sophistication services sector. The relevance of the technology to be transferred is of obvious importance in any joint venture or cooperative business arrangement. However, the major reasons for slow progress is rooted in other factors, such as management skills, existence of services and maintenance infrastructure, availability of supplies, availability of transport and logistics, to name a few. It was to provide some background in these non-technological aspects of technological transfer that prompted this Working Paper. It is in that context that this Working Paper should be viewed

Total Quality Management (TQM) in Hungary

In up-to-date manufacturing, industrial quality has proven to be a key competitive advantage. An active market position and profits are associated with high quality products and services. Like the optical properties of a natural crystal, quality reflects the state of the whole industry, its marketing, research and development, design, production methods, human resources, logistics, costing and pricing, and capital background. All advancement in the productive and commercial capability of a company relates somehow to the quality of the delivered goods. The holistic approach to industrial quality appeals to industrial policymaking and company leadership; quality improvement converted into an authoritative management issue. Active commitment and program implantation by the people at the top usually decides the whole quality image of the company. The outstanding role that quality plays in industry, obliges IIASA to follow closely the developments in international strategies of quality promotion. We highly appreciate the enthusiastic response of Hungarian industry. It has been proved that an advanced knowledge of comprehensive quality management, accumulated in leading industrial countries, is clearly compatible with the socio-economic environment of the Hungarian Republic. Encouraging results achieved so far invite other countries, with at least comparable societal structure, to follow the Hungarian example. IIASA would be pleased to provide an intellectual background for such breakthroughs in the challenging area of total quality movement