bluuebunny/crossref_metadata_2025_split huggingface dataset:
Transferring process equipment innovations from user‐innovators to equipment manufacturing firms
Authors: von Hippel Eric 
Published: May 2007

Abstract Product users are not usually thought of as product innovators. We have found, however, that 67|X% of the significant process equipment innovations in the two fields of semiconductor manufacture and electronic subassembly manufacture were in fact developed by equipment users rather than equipment manufacturers. Our analysis of the process by which these user innovations are transferred to the first firm to manufacture them commercially shows three major patterns: 46|X% transferred by multiple user‐manufacturer interactions; 21|X% transferred via a direct purchase order from the inventive user; 8|X% manufactured by a user firm for commercial sale. A final 25|X%, we found, were apparently not transferred, but were reinvented by the equipment manufacturing firm.Inventive user firms and adopting equipment manufacturing firms are characterized, and the implications of our findings discussed.
Introduction of a matrix structure into an R & D establishment
Authors: Gunz H. P. , Pearson A. W. 
Published: May 2007

AbstractMatrix organization is increasingly being written about in terms which suggest that it is almost axiomatic that it is the best way of structuring an R & D lab. In this paper we wish to introduce a note of scepticism into the discussion, for the following reasons. Firstly, we suspect that not everyone has the same thing in mind when discussing matrix organizations. Secondly, we believe that there are many circumstances under which it clearly is not the best way of organizing, although there are plenty under which it is. Thirdly, we have seen in use many variants of the structure, suggesting to us that while there is an underlying, unifying concept at work, it needs to be much modified in most cases before it can successfully be applied. Finally, any reorganizing is a hazardous business, and a change to matrix involves particular difficulties of its own which need highlighting.
Some lessons of the Windscale inquiry
Authors: Gummett Dr. Philip. 
Published: May 2007

Abstract. This article reviews the context in which British Nuclear Fuels Ltd. applied in 1977 for outline planning permission for a plant to reprocess spent uranium oxide fuel at the Windscale Works in Cumbria. It summarizes the report of Mr Justice Parker, the inspector who was appointed to conduct a public inquiry into the proposal, and examines Parliamentary and press responses to the report. Finally, it draws certain lessons from the issue, including the need to keep options open in complex technological decisions, the need for better access to information, and the need for better procedures for evaluating proposals of this type.
White collar unions in R & D: some UK experience
Authors: Gunz Hugh 
Published: May 2007

AbstractA survey of 34 UK R & D organizations found that over 60% recognized unions at some level. Many had negotiated full bargaining agreements for particular groups of staff. Although unions came in for plenty of criticism, on the whole organizations which had recognized unions felt far less negatively about them than those which had not. The former were sometimes able to point to specific benefits they had gained from dealing with white collar unions.
Organizational structures in the R & D sphere
Authors: Jermakowicz Wtadystaw 
Published: May 2007

AbstractIntegration of R & D and production activities poses a major managerial problem, which arises because of fundamental differences in the nature of the two kinds of activity, requiring distinctly different management systems. A study of 100 teams of both types showed marked differences between the two in the organizational climate leading to maximum effectiveness. A taxonomy of organizational types, integrating the two activities in a spectrum of ways, is described. A study conducted among Polish electrical engineering enterprises showed that project‐type organizations produced products with the greatest degree of originality (measured on the Kesselring scale), while matrix organizations introduced the greatest number of new products into the organizational system. A venture team concept, combining features of both organizational types, is proposed as a means for capitalizing on the good points of each.
A revolution in creative thinking
Authors: Loeser Franz 
Published: May 2007

AbstractIt is usually held that creative thinking is carried out by way of intuition, whose largely uncontrollable and unpredictable nature leads to the assumption that it is essentially not a logical process. A framework is presented which challenges this view, analysing creative thinking as the outcome of ten logical phases. By examining the logical operation of each phase and formalizing their logical relations, adequate heuristic programmes can be devised which, if supplemented with suitable mathematical models, open the way to simulating logical phases of creative thinking on the computer. An understanding of the logical laws of creative thinking has the potential to create a revolution in human thought, with far‐reaching consequences for productive activity, and hence for the nature of society.
Professional tensions in science and technology: the case of the Colleges of Advanced Technology
Authors: Price G. L. 
Published: May 2007

AbstractTwo possible patterns for the organization of advanced technological education can be detected in Britain since 1945. The dominant assumption links training closely to fundamental advances in the sciences, and centralizes teaching at a small number of specialist institutions. The influence of such a policy is seen in the decisions which limited the numbers of Colleges of Advanced Technology in 1956, and in the continuing pressure from science advisory circles for the establishment of a few high‐level training centres. The alternative pattern seeks to respond to the diverse range of industrial demands at local level in a decentralized system of technological training whose goals and standards are readily influenced by the technical and manpower demands of neighbouring industry. Neglect of this alternative can be explained from persistent trends in British professional organization, but the economic consequences may well be momentous.
An analysis of R&D objectives in Indian manufacturing companies
Authors: Krishnaswamy K. N. , Kamala G. V. 
Published: May 2007

AbstractThe need for R&D has been well recognized by the manufacturing companies in India, but it is felt that R&D has not been generally effective in having a marked impact on the growth of their business. One of the reasons for this could be discrepancies in their R&D objectives. This paper presents the results of an empirical study of the R&D objectives of a few manufacturing companies in India viewed against the background of their environments. The analysis points to the discrepancies observed in R&D objectives and hints at suitable corrective measures.
Some recent methodologies in futures studies: A personal view
Authors: Holroyd P. 
Published: May 2007

AbstractEveryone wishes to know what the future holds; to understand the problems ahead so that they may be able to effectively manage possible future adverse events. This need to know and to understand the future is no less real now than it has ever been, and this is particularly true of groups, organizations and institutions, which, in a world of considerable flux, feel particularly vulnerable if they are not aware of the vital forces at work affecting their own fortunes.Consequently, a number of attempts have been made in the recent past to develop ways to become better informed about particular futures for specific needs. These improvements in ways of looking at the future will inevitably continue to develop. Organizational plans will become increasingly dependent upon such studies, and management, particularly R&D management, will need to be able to judge the value of such studies carried out on its behalf just as informed management attempts to assess, for example, the value of economic, market, manpower or raw materials forecasts.The intended purpose of this paper is to reduce some of the ‘futures studies’ mystique and to provide management with a feel for what can be done now as a result of forward thinking.That is, the intention is:—to introduce the concept of a futures study (why forecast?);—to suggest what it should encompass (what to ask for);—to describe some of the more useful methods together with suggested advantages and disadvantages (what are the tools?);—to recommend the type of analysis of a futures study which generates maximum effectiveness in the planning process.It is worth repeating that the emphasis in this paper is placed upon the use to which a good futures study can be put, if effectively commissioned, analysed and implemented.
Technology transfer planning
Authors: Dembo V. 
Published: May 2007

AbstractThis paper describes a process of technology transfer planning evolved in a government research establishment to help get research results adopted by government, professions and industry. The process involves close co‐operation between the research team and specialists in communications and marketing to plan and undertake an active application campaign. The essential ingredients of a campaign are described and several practical examples quoted. Since employment of technology transfer planning should be reflected in improved return on research investment the process, although evolved in a government research organization, may be of wider interest.
Activity of a ‘Soft Science Group’ in Mitsubishi Electric Corp.
Authors: Yanagishita Kazuo , Tanimitsu Taro , Kobayashi Tetsuo 
Published: May 2007

Abstract‘Soft Science’ is defined by the Science and Technology Agency of the Japanese Government as a new methodology to forecast, plan. control and evaluate. This paper describes the activities of the Soft Science Group (SSG) which has been established in the Mitsubishi Electric Corporation. SSG presently consists of 13 members and has issued in excess of 300 reports in 5 years. Its basic activities are concerned with setting new research themes, information exchange meetings, and work on specific projects involving also engineers seconded from operating divisions. The paper summarizes these activities and presents a case example of planning a new product which has already been developed and commercialized.
Problems and lessons of Japanese technology policy
Authors: Eto Hajime 
Published: May 2007

AbstractStatistics on Japanese R & D reveal various problems of policy and implementation. Some difficulties of Japanese technological development and possibilities for overcoming them are discussed. Among others a fundamental problem is the generation of technology with less reliance on Western support. The relationship between the need for self‐generated technology and the fact of excessive reliance on technology imports is discussed in regard to superiority, inferiority and appropriateness of Japanese technology. Innovation in the Japanese automobile and iron and steel industries is characterized as integrative or combinatory innovation associated with managerial innovation. The conditions under which integrative innovation is effective are identified, and these conditions are expected to be valid for many other sectors. Finally, the mechanism of government–industry cooperation in Japan is identified as an informational control system in contrast to the financial control system in Western countries, and the major medium of control by the Japanese government is identified as technological forecasting information.These characteristics of Japanese technology management can be held up as valuable lessons for other countries given certain conditions which are expected to hold in many fields.
Technology development in developing countries: The case of a private R & D institution in Brazil
Authors: Trindade Sergio C. 
Published: May 2007

AbstractResearch Development (RD) is concerned with the conversion of inventions (i.e. new ideas) into innovations (i.e. new products, processes and services in the market‐place). Empirical evidence indicates that the rate of success of RD is small. In the innovation chain of events the scientific or technical accomplishment is but one link, a necessary but not sufficient condition of success. Often the market is the decisive factor.Many research and development organizations (R & DOs), especially those funded privately, allocate their resources with a strong orientation towards satisfying perceived market needs. If this incentive persists during the R & D work the RD effort will probably be much facilitated.In the light of the above concepts, the Brazilian R & D and RD experiences are reviewed with practical examples and emphasis on the efforts of Centro de Tecnologia Promon—CTP (Promon Technology Center). CTP works on non‐conventional energy, industrial process development and telecommunication product development.The experience reported is not intended to serve as a general solution to R & D or RD problems in the developing world. The purpose is rather to suggest alternative pathways and to point out the importance of a diversified approach to the tough task of closing the innovation loop.
Determination of the research of computer‐based technologies for urban traffic systems some experiences in project organisation and management
Authors: Bents Dietrich E. , Horsmann Werner B. 
Published: May 2007

AbstractResearch and development activities concerning urban traffic systems are the subject of a long‐standing program at the German Federal Ministry of Research and Technology. A fairly recent field of investigation is the deployment of computer‐based technologies in urban traffic situations. The German Federal Ministry of Research and Technology has sponsored a study to determine a comprehensive middle‐term research‐program for these technologies.The study contained the following steps of investigation:(1) Determining possible areas of deployment for computer‐based technologies.(2) Selecting deployment areas from those generated.(3) For the deployment areas selected, deriving the required research activities, coordinating and consolidating them into a research program.Because of the comprehensive nature of urban traffic the know‐how and results from many and diverse scientific disciplines had to be incorporated into the study.As the study has significant real‐life consequences for the direction and funding of urban traffic research by the Federal Ministry of Research and Technology it had to be ensured that its outcomes were operational.To arrive at an operational research program, the study required inputs from areas, in addition to the scientific disciplines:(a) politics (traffic policies in general, research and funding strategies etc.)(b) industries (manufacturers of vehicles, electronic parts etc.) and traffic operating authorities.Some experiences gained in managing the project are reported in this paper. They pertain to the study described. Hopefully, they can be put to use in some other projects of comparable structure and objectives.
Financing a central research laboratory: A tool of R & D subsidy policy
Authors: Horesh R. , Kamin J. Y. 
Published: May 2007

Abstract. In this paper we discuss two major issues of financing a central research laboratory.First, the decision faced by the firm or the division whether to invest in its own laboratory or to rent compatible central laboratory services. The second issue is the price that a central laboratory should charge for renting out its facilities.Under the assumptions that a laboratory can serve a large number of users over a long period of time and thus diversify the risk of liquidation better than a single firm or division, we show that, under uncertainty, the rent for the central laboratory assets is less than the price that a firm is willing to pay for its usage. This surplus has interesting policy implications for the diversified firm that operates a central R & D laboratory for the use of its divisions and may wish to establish a transfer price system. Moreover, if the government finances a central laboratory to service industrial firms and it follows a policy of subsidizing industrial R & D, the surplus may be given to the user of the laboratory as a direct subsidy.
Literature indexing systems for corporate R & D strategy: a case‐study in the pharmaceutical industry
Authors: Steck R. , Cox J. S. G. , Hagemeyer F. W. 
Published: May 2007

Abstract. Information retrieval systems in R & D laboratories are normally used to provide information about the state of the art in fields of corporate interest and to help to solve day‐to‐day problems. The authors show that such systems can also be used as a tool for planning by R & D managers, corporate planners and others involved in evaluating and setting strategic objectives for the firm. Their approach is to use the Science Citation Index to ascertain the specific institutional setting and geographical locations of researchers in whom material published by the subject firm excited a ‘resonance’.In their study they used the publications lists covering a five‐year period provided by two West German companies. They point out that it is possible not only to assess the scientific standing of the R & D laboratory but also to get early warning of spin‐offs into hitherto unrecognized fields, to identify ‘markets’ for the profitable exchange of information and to locate complementary sources of expertise.
Ranking of extension alternatives of R & D projects
Authors: Haran E. N. 
Published: May 2007

AbstractThis article describes a planning tool which can help the decision maker both during the early stages of project evaluation and later, when selecting extension alternatives. An algebraic expression is derived for ranking the alternatives by their mission probability, error, cost and project duration. A definite order can be established, even if the calculations are based on rather rough estimates or only on educated guesses. The process is elucidated by means of an example.
Technological Aspects of Project Selection
Authors: Horesh Reuven , Raz Baruch 
Published: May 2007

ABSTRACT Project selection is a process fraught with uncertainties. Technological uncertainty is one of the major contributors to the total risk and its reduction has been a subject of many attempts to provide the decision maker with better decision material.In the following paper, we summarise three cases representing different technological contents of technology transfer projects. The possible technological changes and the sensitivity of project profitability to them is presented and analysed.A methodological approach involving convolution of the technological risk into a conventional economical project analysis has been developed and is evaluated in this paper. In particular, the aspect of trimming the analysis procedure into an efficient routine is discussed.
The new product process: an empirically‐based classification scheme
Authors: Cooper Robert G. 
Published: May 2007

AbstractNew product successd is largely determined by the way a firm conceives, develops and commercializes a new product—the new product process. Traditionally, the new product process is portrayed as proceeding in an orderly, stepwise fashion from product idea to launch. This article reports the results of a research study whose purpose was to uncover what actually occurs during the new product process. Fifty‐eight case histories were obtained from industrial product firms, and their process flow charts analyzed using a novel comparison method. No two projects were found to follow the identical process, and seven distinct types of processes were identified. Several of the processes were found to yield generally inferior results. The “best’ process, in terms of success versus failure and overall program performance, featured a balance between marketing oriented and technically oriented activities, and was characterized by a large number of varied steps in the process.
Age structure shifts in Research & Development (R&D): Some statistical evidence and an integrative approach to link behavioural aspects of individual and group age in collaborative R&D
Authors: Gerpott Torsten , Domsch Michel 
Published: May 2007

AbstractSince empirical material concerning the age structure of industrial R&D organizations is scarce an attempt is made to present some statistical evidence in support of the wide‐spread notion of a shift toward a higher median age in R&D laboratories during the past years. Then, on an individual level of analysis the results of an extensive review of existing empirical research on the covariation of individual age and scientific performance are summarized in brief. On a group level of analysis research relating age of collaborative R&D groups (i.e., average length of time group members had worked together in a particular group) to group performance is discussed. To integrate the contradictory findings of prior research two analytic concepts are introduced, namely the discrimination of different situations of collaboration and the identification of two basic functions of interactions in collaborative R&D. Based upon these concepts an integrative approach to account for time‐related performance patterns on an individual and group level of analysis is laid out. Finally, possibilities of a diagnostic application of the suggested concepts are indicated.
Modelling the dynamics of decision‐making for emerging medical technologies
Authors: Finkelstein S. N. , Homer J. B. , Sondik E. J. 
Published: May 2007

AbstractThere has been considerable interest in systematic methods for technology assessment that can be used to evaluate the social impact of medical practices. Policy‐makers have been attracted to these methods because they offer a capability to logically and systematically analyze a decision. Assessing newly “emerging” technologies proves most difficult because practitioners' perceptions of their clinical effectiveness are continually changing. We propose and illustrate a mathematical model framework which, when simulated by computer, could serve as a tool to help analyze future consequences of hypothetical alternative public policies for emerging medical technologies.