Establishment Of Evaluation Model For R&D Synergy Effects Of Parent-Subsidiary Companies

In the study of enterprise group, the problem of R&D synergy in the parent-subsidiary companies has been troubled with the management of the corporation because R&D in different companies has its particularity and complexity and so does R&D of different products. And this is also a challenge for theoretical researchers. On the other hand, the unique advantages of group companies lie in their synergy effects and the effects of R&D synergy should be achieved by the group companies.First, the R&D synergy evaluation model of parent-subsidiary constructed by the paper consists of three level indicators:the company level, functional level and team level and each level indicator contains several secondary indicators. Both the level indicators and secondary indicators are given precise mathematical empowerment and also detailed descriptions. Among them, the company level includes a total of 7 secondary indicators:synergy measures, synergy platform, synergy supervision, synergy awareness, synergy strategy, synergy decision-making and synergy norms. The functional level includes 3 secondary indicators:rules to guarantee, the sharing of information and among the departments. And the team level contains 5 secondary indicators:R&D standards to formulate, knowledge management, team work, team atmosphere and synergy basis.Secondly, precise mathematical empowerment of each index is given by the AHP. And the R&D synergy evaluation model can be used to assess the degree of overall synergy realization of corporation.Thirdly, the thesis also analyzes the R&D synergy of Hisense Group from the aspects of the corporate resources and organization based on the theory of R&D synergy. In addition, the model is used to evaluate and compare the R&D synergy effects among the Hisense Group, the Xuji Group and Inspur Group to make suggestions accordingly.