bluuebunny/crossref_metadata_2025_split huggingface dataset:
The management of Army R & D projects
Authors: Knutton H. 
Published: May 2007

AbstractThis study of the accuracy of cost and duration estimates for British defence R & D projects is based on an analysis of the records of 29 Army projects, initiated since 1960. The results are generally similar to American defence studies with which they are compared. The reasons for schedule slippages and cost escalations are examined and it is suggested that performance could be improved by more thorough project feasibility and definition studies and by a stronger project management organization.
The underestimation of project duration: an explanation in terms of a time‐horizon
Authors: Epton S. R. 
Published: May 2007

AbstractThe thesis of this note is that time is inherently underestimated because estimators are influenced by a time‐horizon which has no objective existence. The bias will increase with the complexity, unfamiliarity and uncertainty of the task. Implications of this are indicated, and its bearing on a study recently published in this journal is briefly touched upon. An independent test would probably require the methods of individual or social psychological research. The possibility of improving time‐estimation would exist if the time‐horizon to which individuals are subject could be ascertained.
The boundary relevance of the project manager's job: findings and implications for R & D management
Authors: Organ Dennis W. , Greene Charles N. 
Published: May 2007

AbstractMuch of the stress and conflict in the project manager's job can be attributed to the boundary nature of that position. This study explores the relevance of recent developments in organizational role theory for clarification and understanding of the project manager's job. Findings are reported from a study which show that traditional management thought is inadequate for understanding the factors which regulate the project manager's behavior. One must recognize the boundary relevance of the project manager's role in order to avoid organizational or administrative arrangements that would be undesirable for project management. Several implications, which logically follow from the theory and findings on boundary role behavior, are noted for their relevance for R & D management.
The financing of R & D in some socialist countries of Eastern Europe
Authors: Osers Jan 
Published: May 2007

AbstractIn the countries of Eastern Europe the financing of R & D represents a difficult problem in terms of economic scientific policy. In these countries it is not only a question of a simple apportionment of centrally‐held financial means to subordinate institutions, but also one of supporting promising fields of science, protecting long‐term and costly research programmes against risks and losses, and, above all, providing an incentive for R & D institutions to work out economically meaningful R & D results and translate them into economic practice. This last point is of particular importance in a system lacking a free market mechanism. A historical survey of the development of financing methods in the R & D field and of the numerous attempts to reform these methods will show the extent of the efforts made in Eastern Europe (whether successfully or not does not concern us here) to find an adequate solution to these problems.
Speculative chemical research—how many eggs in a basket?
Authors: Gittins J. C. 
Published: May 2007

AbstractIt is pointed out that the initial, speculative, phase of new product chemical research to a large extent consists of a search amongst a large number of formulations for potential new products. A probabilistic model of this process is described. The use of this model to suggest appropriate allocations of effort to individual projects, and a reasonable over‐all spread of risk, is discussed and illustrated.
Methodology for increasing the adoption of R & D project selection models
Authors: Souder W. E. , Maher P. M. , Shumway C. R. , Baker N. R. , Rubenstein A. H. 
Published: May 2007

AbstractAlthough some studies and experiences have shown that R & D project selection models can be potentially useful decision aids, their adoption and routine use is not widespread. This lack of usage may be a consequence of the lack of attention which model builders have traditionally given to the prevailing adoption attitudes of R & D managers. A design methodology centering around the measurement of adoption attitudes has been developed and used by the authors. The methodology consists of procedures for analyzing the organizational climate relative to project selection model usage, developing an acceptable model form relative to the organizational climate, and inducing the adoption of this model form within the climate. Three case applications of the methodology are described in which negative‐to‐positive shifts in adoption attitudes occurred and project selection models were adopted for long‐term use. These results indicate that the use of this general methodology may lead to increased formal adoption and widespread usage of project selection model forms in R & D.
Budgets for research and development: an empirical study of 69 Swedish firms
Authors: Naslund B. , Sellstedt B. 
Published: May 2007

Questionnaires were sent out to 124 large Swedish firms, asking how they determined budgets for research and development (R & D) and who decided about the size of these budgets. 94 firms answered and 69 of these undertook R & D.It was found that, as a rule, firms decide upon individual projects and do not specify in advance a fixed level for the R & D budget. The decision about individual R & D projects and/or the R & D budget was most frequently made by the president of the company.The implication of our results for various kinds of research on the economics of R & D are discussed.
Brainstorming: An examination of idea production rate and level of speculation in real managerial situations
Authors: Ickards T. R 
Published: May 2007

AbstractThe usefulness of brainstorming (Osborn type) as a management technique has been examined i n a series of exercises over the period 1972‐ 1974. In a considerable proportion of the exercises the material produced was interpreted as arising from low levels of speculation within the groups.It is argued that the procedures of brainstorming will not automatically lead to highly speculative material, and that managers using brainstorming as a means of bringing about suspension of judgment may not achieve that result.In real situations the intrusion of longer term belief systems may be influencing the group in the brainstorming process. Nevertheless, the principle of separating the idea generation and evaluation stages within managerial problem‐solving exercises can be constructively adapted into regular management practice.
Hazard and Operability Studies and their initial applications in R&D
Authors: KNOWLTON R. E. 
Published: May 2007

AbstractIncreasing technological complexity together with contemporary social and legal pressures have made it necessary to develop more effective approaches to safety. The need is particularly strong in the design and operation of chemical and pharmaceutical manufacturing facilities. An approach has been developed by one company operating in these fields and applied to its production facilities for a number of years. This paper describes the approach together with the recent extension of the method into the R & D area.
A study of the diffusion of management concepts and techniques amongst R & D managers
Authors: Twiss Brian C. 
Published: May 2007

AbstractThe management of R & D has been the focus of a great deal of research and writing during the past decade. It is, however, by no means certain that these have produced a significant effect amongst R & D decision makers. This paper describes a study of the extent to which R & D managers are aware of management concepts and techniques. The subjects were 57 senior R & D managers from British and Continental organizations who attended courses at the Management Centre, University of Bradford in 1974/5. The study was conducted by means of a questionnaire and a 100 question forced choice Quiz. The paper suggests that knowledge of modern management thinking has, to date, made only a limited penetration into R&D.
Idea‐generation for industrial firms—report on an international investigation
Authors: Schlicksupp H. 
Published: May 2007

AbstractIn Germany a general interest in creativity and methods of idea‐generation for industrial use arose in the late '60s, although initially knowledge was largely confined to catchwords; additionally insufficient experience hampered the appropriate diffusion of idea‐generation techniques. For these reasons the Battelle‐lnstitut e. V. at Frankfurt in 1971 initiated an extensive experimental research project in the field of creative idea‐generation in industry. The most essential results from the research can be summarized as follows:1. Synopses of methods of idea‐generation in worldwide use enabled these methods to be grouped into six categories: Brainstorming methods (1), Brainwriting methods (2), Methods of creative orientation (3), Creative confrontation (4), Systematical structuring (5) and Systematical problem specification (6).2. Investigations enabled the optimum conditions to be specified for applying Brainstorming, Brainwriting, Synectics and Morphological Analysis (which have to be considered as key methods) in respect to e. g. group size, group structure, leadership style.3. Proposals were suggested for classifying problems into five different problem types (search, analysis, constellation, selection and consequence problems) together with recommendations on which problem type can be treated most efficiently with the available methods.4. Recommendations were made on how the various methods of idea‐generation can be integrated into complex problem‐solving processes.5. Original developments were reported of twelve alternative methods of idea‐generation by the Battelle research team, e.g. TILMAG (reported in this paper), Sequential Morphology, Visual Synectics and Hypotheses Matrix.The investigations also led to the conclusions that further research was particularly needed in problem classification, processes of analysing problems, procedures of evaluating ideas, and different techniques for prompting ideas.
A correlation of R & D laboratory performance with critical functions analysis
Authors: Rhoades Richard G. , Roberts Edward B. , Fusfeld Alan R. 
Published: May 2007

AbstractFive similar government R & D laboratories have been studied using ‘Critical Functions Analysis’ to determine the relative fractions of their staffs performing one or more of seven critical functions; a profile was developed for each laboratory. In order to test the hypothesis that variations in these critical functions profiles would be recognized by laboratory users, fifteen different customers of these laboratories—weapons system project managers and headquarters staff technology managere—were asked questions—designed to determine their perceptions of the relative performance of the five laboratories.Significant variations were found in role profiles among the several laboratories: important variations were also identified in customers' perceptions about laboratory performance. In general, the three laboratories that had higher percentages of their professional staff performing the critical functions also were rated higher in performance by their customers. This difference was particularly striking when an aggregate performance parameter, which summed the numerical values of several performance‐sensitive customer questionnaire responses, was used. Customers were found to be especially sensitive to the strength of the laboratories' manufacturing/marketing gatekeeper functions.
A model of the cycle ‘Science‐Technology—Production’ and its application to the development of semiconductor physics and industry
Authors: Albrecht Edo , Kant Horst 
Published: May 2007

AbstractThe conscious, planned inclusion of science into the process of social reproduction is a very complex matter, requiring not only a theoretical understanding of the social role of science but also the mastery of adequate practical means of science planning and management. A model of the cycle ‘Science‐Technology‐Production’ is presented which explicates the link between basic science and economic production as the outcome of four phases, each of which is relatively isolated from the others. The history of the development of the transistor is analysed on this basis, and it is shown how the overall process has to be seen on a much longer timescale than popular descriptions would have it. The coupling between phases is of particular interest, and two critical points are identified: the transition from a general to a specific theory of certain phenomena, and that from the basic experimental solution to production‐technological development. The model demonstrates the inadequacy, for understanding and managing the overall cycle, of focusing solely on the technological solution.
Steady progress with Hazard and Operability Studies
Authors: Knowlton R. E. 
Published: May 2007

AbstractThe use of Hazard and Operability Studies is slowly spreading in the production areas of the chemical industry. Not only are applications more widespread within the originating company (ICI), but other companies both in the UK and in continental Europe, are starting to use this approach. The value of the technique in detecting operability problems as well as hazards is starting to be appreciated.Applications in the R&D area are also developing along similar lines although well behind the production area and possibly still confined to ICI.Various forms of training are becoming available and increasing interest is being shown by the regulatory authorities concerned with planning permission for chemical plants.
A study of coordination in three research settings
Authors: Cheng Joseph L. C. 
Published: May 2007

SummaryThe present paper reports findings from a study on coordination in three research settings—academic, cooperative‐government, and industrial—and discusses their implications for research management. The study ascertains the relationship between coordination and research effectiveness, and examines how coordination operates and is attained in research settings. Two hypotheses regarding the relationship between coordination, research effectiveness, and integration of research staff are advanced and tested on research groups in the three research settings mentioned above. The results support the hypotheses and indicate that the relationships occur very generally regardless of the setting in which the research is conducted. The findings are discussed in terms of their implications for research management and in particular the attainment of coordination in research settings.
On the calibration of continuous subjective probability distributions
Authors: Bunn D. W. 
Published: May 2007

AbstractA simple procedure is presented for calibrating probability assessors who repetitively give continuous distributions rather than point probability estimates. The calibration function so derived can be used to display certain systematic bias features as well as for correcting future assessments. The need to perform calibration can often arise in single multistage inferential tasks as well as the repetitive estimation contexts and it is often necessary in both cases in order to avoid the covert dependencies which can arise between essentially independent variables because of systematic assessment bias on the part of the expert.
The structure and organization of Chinese industrial R&D activities
Authors: Fischer William A. 
Published: May 2007

AbstractThe paper is an account of the authors visit to the Peoples Republic of China in 1981. It shows how a highly centralised state deals with innovation, in this context innovation being equated with R&D. The first part of the paper deals with the way the responsibility for planning and execution of scientific and technical effort is distributed through the state and industry. The second looks at the manpower and organisational problems resulting from the economic backwardness of the country and past mistakes in trying to overcome it.
The lasting qualities of PERT: Preferences and perceptions of R&D project managers
Authors: Dougherty D. M. , Stephens D. B. , Ezell D. E. 
Published: May 2007

AbstractThis survey was conducted on the perceived popularity of PERT and PERT‐type management systems; whether PERT'S applications were static, increasing, or decreasing, and whether its use was by choice or imposition. The extent of applications of PERT for managing various types of research and development (R&D) was examined with the view to ascertaining its individual popularity when applied to (a) basic research, (b) applied research, or (c) development projects. In addition, an inquiry was made into the estimated expense of PERT systems to plan and control projects as a percentage of the budget. The results of the survey are presented and discussed relative to various sizes of R&D organizations.
The Strategy‐Performance Link in Product Innovation
Authors: Cooper Robert G. 
Published: May 2007

AbstractThe strategy a firm elects for its new product program is a critical element of the firm's corporate strategy. But little research has probed the performance results of firms' new product programs, and the strategy‐performance link. This article reports the results of an empirical study of 122 firms, whose purpose was to identify the levels of new product performance achieved, and the strategies leading to different types of performance. Eight different performance gauges yielded three independent dimensions of new product performance. A total of five different types or clusters of “performers” were identified. And the strategies and characteristics that the “top performers” shared are described.
Factors affecting the management of interdisciplinary research in the pharmaceutical industry
Authors: Loveday D. E. E. 
Published: May 2007

The author uses the results of recent published behavioural research on team effectiveness as a framework to analyse the problems of managing R&D in pharmaceutical development. The research points to a large number of factors as having a potential impact on managing such R&D which is inescapably multi‐ or inter‐disciplinary in nature. Some such factors may originate outside the team, some within. External factors include organizational climate, R&D decision‐making environment, system maturity and organizational form (type of matrix); internal factors include span of responsibility of team members, disciplinary differentiation, task uncertainty, extent of fulfilment of Belbin roles and a significant requirement for flexibility of style on the part of the manager.The author's conclusion is that achieving effective management of R&D teams in the pharmaceutical R&D environment requires attention to all these factors. The extent to which integration of different disciplines is achieved is symptomatic of the degree to which these factors are understood and attended to.
Corporate strategy and the buying and selling of know‐how
Authors: Wilkinson Alan 
Published: May 2007

AbstractAt this time, following a protracted period of recession, many companies have need to add to or change their technological base. For a company whose basic business is founded on a mature technology and unlikely to recover to its former level of activity, there is need to consider the transition process into a new area of development. For companies, on the other hand, whose businesses are inherently sound but now find themselves lagging behind technologically because of cut‐backs and economies in their R&D spend during the recession, some process of catching up may be necessary. In either case, internal development is a possibility but, it is argued, unlikely to be able to act fast enough or to be of sufficient magnitude to make even catching up possible. The acquisition of know‐how is an alternative course of action but one which companies can be loath to follow. These statements are supported by evidence on international comparisons of R&D expenditure, and on the national ratios of royalty payments and receipts in respect of know‐how. The circumstances under which companies should consider such acquisition, and the strategic considerations guiding which know‐how to purchase, are discussed.
Patterns of market research timing for new industrial products
Authors: More Roger A. 
Published: May 2007

AbstractThe importance of market research to new industrial product ventures has been widely noted, and some evidence has suggested that failure of managers to carry out effective research can increase the probability of new product failure. In planning for market research, a problem facing managers is when market research should be done during the new product development process. In this study, patterns of timing of market research resource expenditures in 112 industrial new product situations were measured, and differences in these patterns related to seven major situational characteristics, marketing task similarity, distribution complexity, competitive advantage, buyer risk, development complexity, project downsides and project payoffs.Data analysis using MDA revealed significant differences between the patterns of research timing in different new product situations, and related these differences most strongly to marketing task similarity, competitive advantage, and buyer risk. The findings have important implications for managers involved in planning market research activities and resource allocations in new industrial product situations.
A short survey of expert systems in UK business
Authors: D'Agapayeff A. 
Published: May 2007

AbstractThe paper summarises the results of a survey on behalf of the Alvey Directorate, conducted in 1983—4, of the use made of expert systems in twelve large UK firms. The survey points clearly to the conclusion that firms do not need to start with large state‐of‐the‐art expert systems. A practical and useful entry point is provided by simpler systems, that is, those for which the knowledge base is clear cut, the expert is available and forthcoming, the knowledge is certain, the hypotheses definite and the ancillary data are valid. The author urges influential persons in an institution uncertain whether to use expert systems to make an exploratory entry and observe the results before making a final decision.The author believes that in the longer term expert systems will have to be designed to interface with ‘popular’ business language databases and with other systems. He gives some guidelines to relevant developments.
The Alvey Programme—intelligent knowledge based systems aspects
Authors: Thomas D B 
Published: May 2007

AbstractThe paper describes the aims and activities of the UK Government‐financed programme on advanced information technology known as the Alvey Programme. Essentially, Alvey supports four areas from a total grant of 200 million spread over 5 years from 1983: software engineering, man‐machine interface, VLSI and intelligent knowledge‐based systems (IKBS). The whole is managed by the Alvey Directorate of which the author is a director.On IKBS the Alvey strategy is to increase university/industry collaborative research, promote markets for IKBS products and increase the supply of skilled manpower. They are financing four large‐scale demonstrator projects: a speech‐input work station, design‐to‐product system, decision‐support system and mobile information systems. Each is being undertaken by a consortium of industry/academic interests. Among current smaller‐scale projects are flight simulators and fault diagnosis systems for the internal combustion engine and transmissions. Another important set of activities consists in strengthening the infra‐structure via standardisation of hardware, software and languages. The directorate also carries out general promotional and educational activities.