Final answer:
Managers should consider whether their company would gain an important competitive advantage if the technology stays proprietary when choosing among technology acquisition alternatives.
Step-by-step explanation:
The correct answer is option c. When choosing among technology acquisition alternatives, managers should consider whether their company would gain an important competitive advantage if the technology stays proprietary.
This means determining if the technology would provide a unique benefit or advantage over competitors if it remains exclusive to the company.
For example, if the technology allows the company to offer a product or service that competitors cannot easily replicate or imitate, it would provide a significant competitive advantage. Therefore, managers should carefully consider this factor when making decisions about technology acquisition alternatives.
The correct answer is that managers should consider all the options listed when choosing among technology acquisition alternatives. They should ask:
Are there research costs associated with the development of the technology?
Does our company have the skills and resources necessary for internal development?
Would our company gain an important competitive advantage if the technology stays proprietary?
Is the technology easily available outside the company?
Each of these questions addresses critical aspects of technology acquisition, such as the feasibility and strategic impact of in-house development versus external sourcing. Considering research costs is essential because R&D can be expensive and time-consuming, and sometimes the benefits are uncertain.
Assessing internal capabilities determines if the company can realistically develop the technology. The competitive advantage of keeping technology proprietary can be substantial, influencing market position. Finally, understanding technology availability helps to gauge if external sourcing is viable and whether it would cause dependency on external entities.