bluuebunny/crossref_metadata_2025_split huggingface dataset:
A goal‐oriented pharmaceutical research and development organization: an eleven‐year experience
Authors: Stucki Jacob C. 
Published: May 2007

AbstractPharmaceutical R & D effort is multidisciplinary and matrix in management form, but variable in organizational detail. Upjohn's discipline‐oriented organization (coordination matrix) of 11 years ago is compared to its current organization consisting of a goal‐oriented, leadership matrix and a simultaneously existing coordination matrix. Product development success and individual performances were similar for the concurrent coordination matrix and leadership matrix. Consensus on candidate product identification and execution of development plans is easier with a leadership matrix than with a coordination matrix, but flexible response to new or changing goals seems more likely with a coordination matrix. The location of candidate product advocacy differed in the two types of organization. Strategies effected over the 11‐year period to overcome inherent limitations of goal‐oriented organizations and functional organizations included the maintenance of competing yet synergistic, functional, and goal‐oriented organizations, a strong publication and basic research policy, and a Troika’ approach to candidate selection and development in the functional organization.
Technology transfer and applications
Authors: Beaumont C. , Dingle J. , Reithinger A. 
Published: May 2007

AbstractUsing case histories, the conflicts inherent in these points of view are analysed in order to show the conditions which seem to be necessary to achieve success in international technology transfer, in a world where trends in techno‐economic evolution are seldom in tune with trends in political aspiration.Transfer of technology is examined from three points of view:(1) The international political framework within which tendencies towards co‐operation or confrontation between the ‘developed’ and the ‘developing’ world are largely determined;(2) The commercial framework in which the interplay of corporate motives and negotiating strategies determines the outcome of individual projects;(3) The operational framework in which the transferred technology may contribute‐or rnay fail to contribute‐to the recipient's economic and social development.
European Economic Community industrial research priorities for the early 1980s
Authors: Bradbury F. R. , Bodroghy B. G. , Clarke F. J. P. , Jervis P. 
Published: May 2007

AbstractRespondents claimed that European effort on basic research rnay have so diminished that the long‐term competitiveness of its industries is endangered. They saw a major role for the Commission in redressing this imbalance. There was little support for Commission sponsorship of applied industrial research. Some respondents felt that this could even be counter‐productive by diluting effort in areas seen as important by industrial management. A role was seen for the commission in supporting more research on the legislative context and general environment in which industry operates (‘contextual research’). The need for such research imposes a growing burden on industry and diverts scarce resources from work directly related to competitiveness.A study sponsored by the Commission of the European Communities aimed to identify the types of R & D activity in aid of European industry that the Commission might support over the next three or four years. The findings are based on interviews with senior managers from some fifty firms, representing eight sectors of manufacturing industry in five European countries.
Management of Scientific Staff at the Harwell Laboratory of the U. K. Atomic Energy Authority
Authors: Low G. G. E. 
Published: May 2007

AbstractHarwell's primary role. is to serve as the main research laboratory supporting the U. K. nuclear power development programme; in addition it undertakes research and development outside of the nuclear field for Government and industrial customers. Overall, there is the need to manage a very large number of separate and often disparate items of work and to ensure effective communication with senior managers of the nuclear power programme and with commercial customers on allocation of resources and technical progress. This is done through a version of “matrix management”. A large proportion of the technical, commercial and staff management decisions are devolved within Harwell's matrix organisation where teams of staff required for particular items of R & D are formed by arrangements agreed locally between the two axes of the matrix. The smaller groupings of staff created in the matrix are important in providing environments where good staff management practices can be established and where a team spirit aids motivation and technical initiative.
The R & D/Production Interface—United Kingdom and West German practices and achievements in the scientific instrument industry
Authors: Bergen S. A. 
Published: May 2007

AbstractA number of hypotheses are stated relating company technical sector success in the generation of new products to factors at the R & D/ Production Interface. Statistical differences and correlations between these factors are used to evaluate the hypotheses.The results suggest a strong link between productivity and expenditure per head in the R & D function, the unique fitness of the German Ing. Grad. engineer for the role of Project Manager and the importance to U. K. industry of project integration, flexibility of operation, absence of status consciousness and clarity of problem definition.
Railway innovation and uncertainty
Authors: Taylor C. T. 
Published: May 2007

AbstractThis paper outlines two innovative projects carried out within the same organisation, but with markedly differing results. One has been satisfactorily completed while the other, although having run for much longer, is still experiencing technical problems. The two projects, British Rail's Advanced Passenger Train, and High Speed Train, are examined in relation to the concept of uncertainty. It is suggested that many of the points upon which the projects are differentiated can be attributed to the degree of uncertainty to which they were subject. It is concluded that one means of handling the uncertainty associated with development programmes is to adopt a flexible approach. It is noted, however, that flexibility may not be simply a question of personnel or organisational disposition, but can be influenced by the characteristics of particular projects.
Synthesizing R&D planning and business strategy: some preliminary findings
Authors: Liberatore Matthew J. , Titus George J. 
Published: May 2007

AbstractThe need for firms to compete in the longer run by offering superior products at competitive prices requires better integration of R&D, and technology in general, into business strategy development. A survey based on personal interviews of 40 respondents from “Fortune 500” U. S. industrial firms reveals that their shift in emphasis toward new product/process R&D is providing the impetus for placing R&D in a strategic context. However, R&D has not been fully integrated into the strategic planning process of many organizations. The results of the survey reveal that certain communication channels can be more fully utilized to meld R&D planning into business strategy. Specific suggestions to facilitate information exchange, dissemination of planning data, and integration of various R&D plans into a cohesive technology strategy are given.
Technology—An increasingly dominant factor in corporate strategy
Authors: Wilkinson A. 
Published: May 2007

ABSTRACTThe paper considers the implications for future corporate strategy of the probability that the capitalist world is in the down‐phase of a 50‐year long‐wave Kondratieff' economic cycle. Without commitment to a universal theory of long‐wave generation the author proposes a lifecycle model of a whole industry or dominant technology. He deduces from this the likelihood confirmed by some historical data that major industries will at best survive one cycle and will almost inevitably decline after the next. Individual firms within such sectors will go down with the industry unless they face the need early enough in the decline phase to embrace a new technology in the next up‐phase. The author provides a framework for diagnosing the phase of the lifecycle occupied by an industry or firm. He suggests that by combining this with an existing model of corporate strategy a company can plan a course of action that will improve its chances of survival.
Micro‐computers and decision making
Authors: Holroyd P. , Richer M. , Woods M. F. 
Published: May 2007

AbstractThe micro‐computer is claimed to have lost its designation “Hobbyist” and to provide a real computing facility for professionals at low cost and high convenience. The authors have taken a number of decision‐making and forecasting systems and “translated” them to operate on a variety of micro‐computers including the Texas TI 59, the Sinclair ZX 81, the Commodore PET and VIC and the Apple II. Experience in operating the “translated” programs on the small machines has shown perhaps surprising advantages over the main‐frame versions from which they were devised.The paper is in two parts. In the first part the use of micro‐computers is discussed in the light of our experience and in the second part the operation of the programs is explained. The use of standard software packages in R & D is not discussed. The programs which are discussed with examples of their use are:MAUDE derived from the main‐frame decision analysis program AIDARELEVANCE a resource allocation ANALYSIS algorithmMARKOV CHAIN a stochastic ANALYSIS approach to forecastingCROSS IMPACT a policy analysis tool based on KISM Cross‐impact languageLINKAGE an extension to ANALYSIS Cross Impact
Assessment of profiles in R & D: a tool for analysis and development of R & D potential
Authors: Mateev N. S. , Kalushev G. I. , Petev T. D. 
Published: May 2007

AbstractA study sponsored by the State Committee for Science and Technical Progress of Bulgaria aimed at providing a theoretically sound and easy to apply method for the needs of R & D management on government, organization and team levels, to be used in assessing and managing both present and future R & D potential.The method draws inferences about R & D potential from the accumulated experience and performance of the researchers, analysed along research topics. A specific ‘man‐topic unit of analysis helps identify individual researchers, teams and projects’ profiles and also helps translate the specific characteristics of R & D work and the requirements for R & D internal effectiveness into the language of R & D management.
The use of modelling in an economic appraisal of a new technology
Authors: Simnett Jonathan , Georghiou Luke 
Published: May 2007

AbstractThis paper deals with the problem of identifying the major economic sensitivities of an unusual mineral extraction project when the project is based on a radically new technology which is still at the research and development phase. On the timescale for development of the technology major external uncertainties such as the future level of metal prices are critical, as well as internal uncertainties such as cost and time. The possible outcomes are explored using CASPAR, a computer‐based network program with integral financial analysis features which allow use from pre‐feasibility phases right through to eventual project management.
Sensitivity of new industrial product risk to R&D incentives
Authors: More Roger A. 
Published: May 2007

AbstractIncentives for research and development have frequently been a feature of government policy to increase the level or alter the direction of new product development activity in industrial product companies. Conceptually, these incentives may be viewed as “risk‐modifiers they may encourage managers to undertake innovation projects where the potential payoffs may be attractive, but where some dimensions of risk are perceived as too high to proceed. This research explores the sensitivity of different dimensions of risk faced by managers to incentives of different kinds, at different levels. Implications are cited for different types of R&D incentives aimed at these different dimensionsof risk.
A systematic small group approach to creativity and innovation: A case study
Authors: Thamia S. , Woods M. F. 
Published: May 2007

AbstractThe paper reports a longitudinal study of the result of applying systematic creative problem‐solving techniques in a particular multinational firm. The first section of the paper describes the way the system was applied to the five stages of an innovation from conception to implementation. Fifteen different techniques were used, the choice varying with the stage. The paper then describes three examples of actual innovations (disguised), stage by stage, giving a judgment of the value of the techniques used, the frequency of success or failure of all the sessions undertaken, the relative success of the techniques used, and the usage of the techniques by stage of innovation.Two further points are made; firstly, creative thinking is needed and manifested at all stages of a project and not just in the early stages; secondly, although Synectics was shown to be rather effective it gradually lost ground to a less successful technique because the managers concerned did not like its seeming inconsequentiality and abandonment of logic.
The relationship between scientists and other decision‐makers†
Authors: Lunt S. T. 
Published: May 2007

AbstractThe paper deals with the relationship between scientists and other types of decision‐maker. The author, basing his analysis on a schema devised by Paterson, distinguishes four types of authority—structural, sapiential, personal and moral. He discusses the various kinds of R&D decision‐making levels and the authority appropriate to them and gives examples of where each may be exerted in an organisation. No form is effective unless it is accepted by all members of the relationship; sometimes dysfunctioning occurs because of inappropriate use of a particular form, a situation likely to occur in R&D where a high degree of specialised knowledge can be applied at hierarchical levels which may have somewhat restricted structural authority. He gives advice on how clashes of the different kinds of authority could be avoided.His overall conclusion is that the management of professionals could be effected more smoothly if all involved had a more complete understanding of the interplay between the types of authority.
Managers and the distribution of Scientific and Technical Information
Authors: Wolek Francis W. 
Published: May 2007

AbstractKeeping in touch with progress in science and technology is one of the most important functions of R&D organizations. A study of nine engineering organizations shows that managers recognize this importance and consciously plan ways to encourage their subordinates to use scientific and technical information (STI) originating at outside organizations. The most prevalent forms of influence are routing articles and encouraging interpersonal contacts with outside professionals.Managers especially route information and references related to sources of STI uniquely accessible to the manager. Such information includes:—notices about and notes from meetings restricted to managers;—unpublished material and preprints sent to the manager for review or because of the manager's reputation;—articles from publications more likely to be read by managers; and—information on the directions and accomplishment of competitive firms.
Improving Matrix Relationships in R&D Organizations – Marketing Support Services
Authors: Radosevich Raymond , Robles Fernando 
Published: May 2007

AbstractThis study examines the relationship between a support group (electronic fabrication) and the internal users of its services in a large government research laboratory recently converted to a matrix structure. The results reveal complex user decisions for selecting sources of support services and a frequent lack of knowledge of the support group's capabilities. Common usage of external sources of services suggests a need for more aggressive “marketing” by the internal group. Use of market research techniques reveals user decision criteria, decision‐maker participation and perceptions of the support unit. It is concluded that results of the study provide management of the support group with information necessary to improve services and group image.
A Technological Lifecycle Approach to the Organisational Factors determining Gatekeeper Activities
Authors: De Meyer Arnoud 
Published: May 2007

AbstractThe paper deals with the question whether gatekeepers arise spontaneously (non‐hierarchical) or are created by administrative action (hierarchical). The author's approach to the problem relies on the use of a lifecycle model of an organisation devised by Utterback and Abernathy. They distinguish a product‐innovation, a transitional and process‐ innovation (consolidation) phase in the development of an enterprise. The author's hypothesis is that gatekeepers can arise via either route depending on the phase in which enterprise is operating. In the earlier phases the author predicts that gatekeepers will either be absent or non‐hierarchical (spontaneous) while in later phases they will be hierarchical (ex‐officio).A test of the hypothesis was carried out on R&D engineers in 16 small firms making non‐consumer products in Belgium. The investigation involved sociometric analysis of the communication patterns of members of various R&D groups with their group colleagues or with contacts outside the organisation from which a new gatekeeper definition was derived. The author also devised a new means of characterising the innovatory phase of an enterprise.The results are broadly in accordance with the author's hypothesis. The lesson for management of firms about to innovate radically is to set up its structure in such a way that spontaneous communication links cross‐cutting formal communication lines are able to flourish.
Clarity of manager roles and performance of R&D multidisciplinary projects in matrix structures
Authors: Sbragia Roberto 
Published: May 2007

AbstractThe matrix structure recommends itself as a convenient framework for implementing cross‐disciplinary projects. However, this structure tends to generate conflict between project and disciplinary managements. In excess, conflict can reduce performance. The aim of the work described in this paper was to see whether conflict could be controlled by better definition of the respective roles of project and functional managers.The study was carried out in a large laboratory in Brazil. A group of project managers, responsible for 58 cross‐disciplinary projects, quantified their perceptions of the strength of their responsibilities for ten management activities, via a specially devised questionnaire. A Clarity about Responsibilities Index (CRI) was constructed to represent the fraction of these activities each respondent felt responsible for. Project performance was measured according to four criteria, technical, cost, schedule and client satisfaction.The results show that better technical performance was associated with higher role clarity; no significant association was found with the other performance measures. The author discusses the reasons for these results, the validity of the measures used and the generality of the conclusions.
The effect of managerial distribution of scientific and technical information on company performance
Authors: Orpen Christopher 
Published: May 2007

Abstract272 scientific and technical personnel working in the R&D departments of 25 firms in the electronics/instrumentation field noted how often their managers engaged in different forms of influencing them to use scientific and technical information originating outside the firm (STI). The firms were classified as either ‘high performers’ or as ‘low performers’ on the basis of their sales growth and return on assets. Managers in the high performing firms were perceived to make significantly more use of the following forms of influence than those in low performing firms; supporting professional visits and continuing education, routing literature and references to scientific and technical staff, directing their staff to use STI and purchasing STI services. There was no difference between the two groups of managers in their perceived use of organizational efforts to increase use of STI, such as changing work and personnel and altering hiring and promotional policies. These findings suggest that company performance can be improved if managers take specific steps to encourage their staff to use STI.
The communicative power of expert systems
Authors: Hughes Sheila 
Published: May 2007

Abstract‘Expert Systems’ or intelligent knowledge‐based computer systems can be expected to have a considerable impact in the near future on the dissemination and use of technical expertise in practical situations. The potential benefits of such an approach to decision‐making in applied science domains, for example, in anti‐corrosive coating selection, are considerable. This paper argues, therefore, that a premium must be placed on such a system's performance as a communicator.The structure and behaviour of a classical ‘production system’ are briefly described, and the communicative ability of such a system is analysed. This critical examination of a production system's question‐answering capabilities highlights the inherent restrictions which the structure of this kind of system places on its explanatory and justificatory powers. An outline design for a less inhibitive structure is presented.It is argued that the form in which the system provides ‘answers’ after the completion of a problem‐solving session, may not yield sufficient appropriate information to the user, and a possible alternative view of a ‘solution schema’ is proposed.
Toward an integrated cognitive model of the inventor/engineer
Authors: Silverman B. G. 
Published: May 2007

AbstractThe ‘intuitive‐complex’ processes of the inventor/engineer are probed in terms of a descriptive model that is being translated into an integrated system capable of automated cognitive functioning. Neither a valid cognitive profile of the innovator nor the Artificial Intelligence (Al) program currently exists. This paper addresses:1. The long‐term research focus.2. Research efforts to date that have resulted in first generation versions of each, i.e. profiles and computer programs.3. The ‘immediate’ payback results to the sponsoring organizations (NASA and the Pentagon) of these efforts in terms of knowledge management aids and recommendations for job and organizational redesigns.4. Future research directions required to improve our understanding of the inventor's cognitive profile and our ability to apply Al tools to real‐world (fuzzy and ill‐defined) problems.
Knowledge acquisition by computer induction
Authors: McLaren R. 
Published: May 2007

AbstractThe generation of Expert Systems requires that the specialized knowledge of an expert be transferred to a computer system in a form suitable for machine interpretation. In many knowledge domains it is difficult for experts to describe their knowledge in an appropriate form. Where such expert knowledge is difficult to describe it is often possible to obtain good examples of the expert's decisions. Newly emerging computing techniques allow the induction of decision rules from examples; rules which can often effectively model the decision making behaviour of the expert in such situations. The use of such techniques provides a powerful new tool for the construction of Expert Systems.