bluuebunny/crossref_metadata_2025_split huggingface dataset:
Bridging the generation gap: Expert systems as part of large scale computer systems
Authors: Archibald I. G. , Craig J. A. , Redfearn J. J. 
Published: May 2007

AbstractUsing expert system technology in industrial applications often involves the construction of programs of which the knowledge base is only a part and which have to be integrated into existing hardware and software environments. At Shell Research at Thornton it has been found that even within well explored areas such as fault diagnosis there is a need to incorporate non‐expert tools within a knowledge system in order to perform tasks such as database management, screen handling and substantial numerical calculation. This is not always easy. A system to determine diesel engine condition from an analysis of the used oil has been developed using the SAGE package and subsequently redeveloped in Prolog to over‐come such integration problems. An interesting side effect has been the discovery of the usefulness of Prolog in solving long standing problems concerning user access to complex relational databases.
Dimensions of innovative climate in Chinese R&D units
Authors: Fischer William A. , Farr Charles M. 
Published: May 2007

AbstractThis paper reports on the application of Rickards' and Bessant's ‘Creativity Audit’ in 141 research and development units in the People's Republic of China during 1982 and 1983. The objective of the paper is multifold: 1) to employ factor analysis in order to determine key dimensions of innovative climate and through these to be able to reduce the original instrument to a more convenient size; 2) to compare the concept of innovative climate between R&D performing units in a developing country, and an economy characterized by relatively strong central control, with the original British data; and 3) to utilize the dimensions of innovative climate to consider some hypotheses concerning the performance of R&D in developing countries and in China in particular.
Consequences of the shifts in U.S. Research and Development policy
Authors: Waks Norman 
Published: May 2007

AbstractThis paper is an edited version of a talk given in Copenhagen, Denmark on June 19, 1984 on a panel on public policy at the 26th international meeting of The Institute of Management Sciences (TIMS). The talk deals with the consequences of the recent marked shifts in the research and development policy of the U.S. government, as seen by the top federal science and technology administrator in three major areas: defence, aeronautics and space, and energy. Collectively they put the shifts into good perspective, see them in the main as being beneficial, and describe certain needed modifications to what in some respects have been evolving policies.
Mechanisms for improving the effectiveness of R&D: How many mechanisms are enough?
Authors: Szakonyi Robert 
Published: May 2007

AbstractThe author proposes and explains a method of rating the effectiveness of an R&D organisation without attempting to measure its output. He postulates that the basic reason that an R&D organisation does not do the right R&D or get it used effectively is that it is working in isolation. In other words the interfaces between R&D and the outside world are not being managed. To achieve effective interface management requires an organisational change. Hence the problem of increasing R&D effectiveness is transformed to a problem of developing strategies to bring about this change.The author proposes a strategy which first requires the company to define objectives for interface management. The next question is to find out why the interfaces need to be managed; for the present business, for improving the people involved or for creating new opportunities for the future? This is a sequence of increasing refinement. Each phase of the R&D process is then looked at to determine the current state of interface management and take action to bring it to the next more refined stage. The author gives examples of what he means and discusses how his system can help the practising R&D director.
Indicators of technical intensity and international competitiveness: a case for supplementing quantitative data with qualitative studies in research*
Authors: Sciberras E. 
Published: May 2007

AbstractThe author provides evidence, derived from his own published research, to justify his claim that all the commonly used indicators of technical intensity of innovation suffer from severe limitations. The paper consists of a critique, as indicators of innovativeness, of increase of value‐to‐weight ratios of finished products, R&D expenditure, the number of QSEs employed, patent and licensing activity and the rate and direction of the flow of technology. He shows that technical change can increase value added‐to‐weight of a product but that differences in the ratio do not necessarily reflect different technical performance; that in‐house formal R&D is not the only way in which technical change is brought about in a firm; that one must know not only how many QSEs are employed by a firm but also how they are distributed over the firm's operations; that patent and licensing information need very skilled interpretation to produce valid conclusions and that outward flow of technology, though perhaps a necessary criterion of innovativeness is not a sufficient one.The paper concludes with some suggestions for an alternative approach, the key to which is to combine quantitative data derived from the above indicators with qualitative in‐depth studies of how innovation actually occurs in the economic sector under study.
Creativity in Life Sciences Research
Authors: Lowe E. A. , Taylor W. G. K. 
Published: May 2007

AbstractStudies in the literature on the performance of research scientists have examined a range of organisational factors but have often ignored personality characteristics. The present paper describes the preliminary work in examining personality using the Kirton Adaption‐Innovation theory (KAI). In the course of the work, interesting patterns were detected in the sub‐factors of which the KAI inventory is composed. This led to the idea of characterising researchers according to one of four types, as determined by the sub‐factors of KAI. The paper describes the characteristics of the four types according to their level of creative performance and skills performance and also their level of job satisfaction. It suggests that this characterisation may hold useful insights regarding the deployment of research scientists.
Managing Technology for Competitive Advantage in Inter‐industry Markets
Authors: Schill R. L. 
Published: May 2007

AbstractThe paper deals with the question of how a firm could develop a technological/R&D strategy to help it to maintain the initiative in its markets. The author extends Porter's analysis of competitive strategy to the R&D field and establishes the point that to remain profitable a firm must consciously manage its interfaces with its suppliers as well as its customers; it must take into account the threats and opportunities arising from such factors as the impact of existing competitors, new suppliers and competitors entering the scene and the possible appearance of substitutes for its products. A comprehensive corporate strategy would contain elements such as using technological change and R&D to raise the entry costs facing potential new rivals, inhibiting or anticipating the entry of substitutes, raising exit costs to customer and supplier by, for example, involving them in technological development.The paper develops these possibilities in detail and concludes with a summarising checklist of practical options open to a firm to act on the conclusions the author draws from his analysis.
Modelling a Research Portfolio Using AHP: A Group Decision Process
Authors: Lockett Geoff , Hetherington Barrie , Yallup Peter , Stratford Mike , Cox Barry 
Published: May 2007

AbstractThe problem of choosing a research portfolio has been in the literature for many years. Suggested solutions have ranged from simple scoring models to complex mathematical resource allocation models, but the acceptance rate has been low. In this paper we present an application of a model based on the Analytical Hierarchy Process to a group decision situation. The results are encouraging, showing the positive nature of a model as a focal point in the process. They show that the interactive nature of the methodology encourages the development of subjective estimates and their subsequent discussion. An attempt to counter the problems of biasing has also been made. The methodology presented is seen to be easy to use and adaptable, and becomes an integrating mechanism for the group.
The dual ladder: motivational solution or managerial delusion?
Authors: Allen Thomas J. , Katz Ralph 
Published: May 2007

AbstractThe ‘Dual Ladder’ reward system has been used for years by industry as an incentive system to motivate technical performance. Its effectiveness has been called into question on many occasions. The paper will report the results of a survey of nearly 1,500 engineers and scientists in nine U.S. organizations. In this survey, engineers were asked to indicate their career preferences in terms of increasing managerial responsibility, technical ladder advancement or more interesting technical work. Responses indicate marked age‐dependent differences in response, particularly a strong increase in the proportion preferring more interesting project work over either form of advancement.Conversations which one of the authors has had recently with managers of the thirteenth company question its status as an exception.
Some perspectives on the use of management science techniques in R&D management
Authors: Higgins J. C. , Watts K. M. 
Published: May 2007

AbstractWe were prompted to carry out a study by the apparent shortage in the literature of accounts of the successful application of the more advanced MS/OR and of IT techniques. Hopefully, the results would also prove useful in the design of appropriate R&D management courses. Our information was largely collected via a postal questionnaire. Face‐to‐face interviews with a number of the respondents and with R&D managers attending some of the Bradford Management Centre's post‐experience events provided the rest of the data.In this paper we report on the techniques used in project selection and project planning and control. In general, we concluded that there is a significant gap between the prescriptions of academics and consultants and the actual usage of advanced techniques for project planning and control. Project selection techniques tend to be relatively simple, e.g. checklists and project profiles. In project planning and control, PERT‐based methods and Research Planning Diagrams are much more popular than the more sophisticated approaches.
A Guide to Development
Authors: Goltz G. E. 
Published: May 2007

AbstractThe guide proposes a simple model consisting of a set of divergent and convergent activities with reviews before continuing to the next phase of development. The use of the model is designed to improve the productivity of those associated with development. None of the individual tasks is novel; the key to increasing the chances of success lies in the commitment and common understanding which can be generated. Examples are given relating to the chemical industry and to software engineering. Keywords: Development methodology, chemical processes, software engineering.
What makes a new product a winner: * Success factors at the project level.*
Authors: Cooper R. G. , Kleinschmidt E. J. 
Published: May 2007

AbstractThe research seeks to identify different types or dimensions of new product success and the specific determinants of these different success types. Based on a sample of 125 companies, including 123 new product successes and 80 failures, three independent dimensions of success were found: financial performance, opportunity windows and market share. The determinants of success differ for the three performance dimensions. Managerial implications are discussed.
Scientific research evaluation: a review of methods and various contexts of their application
Authors: Luukkonen‐Gronow T. 
Published: May 2007

AbstractThe author has conducted a critical review of methods for evaluating R and D, focussing on levels above the individual project or researcher. Methods are classified as peer review, interview and questionnaire, qualitative methods, and case studies. The author reviews their methodological strengths and weaknesses, the types of criteria applied (eg internal or external) in judging their values, and the uses to which the results of the evaluations are put, especially in policy‐making.She concludes that at the level considered evaluations have come to stay, but she can find no accepted rationale guiding the choice of method for a particular purpose or circumstance. Caution is therefore needed in selecting methods. She points out the need for empirical study of the effects of such evaluations.
Environmental considerations associated with experimental units1
Authors: Rice Steven C. 
Published: May 2007

AbstractThe emphasis of environmental protection has been expanded from the protection of our surrounding natural world to the protection of our health and well‐being. Research facilities often have a responsibility, as individual organizations and as an industry, to consider this protection and comply with all applicable governmental regulations. The intent of this article is to increase the expertise of R&D managers so that they will be able to recognize environmental issues and potential costs associated with, and prior to any future commercialization of, their subject research. While it is directed toward considerations unique to pilot plant and laboratory operations, several of the issues discussed can be valid for full‐scale commercial facilities developed as a result of that research.
R&D‐based strategies in the semiconductor and drug industries: rationale, organization and actions
Authors: Van Der Meer Jacques B. H. 
Published: May 2007

AbstractThe author's aim was to elicit the factors that determine the success or failure of corporate innovations in the European semi‐conductor and pharmaceutical industries. To do this he divided firms into two groups, the members of one having a good innovation record (‘prospectors’) and of the other a poor one (‘would‐be innovators’). Members of both groups spent heavily on R&D. The author used as his data‐base a combination of publicly available data, interviews and questionnaires administered to staff.Among the success factors identified are the following: Concentrate innovation projects and related R&D into fairly restricted channels; minimise diversification; work to explicit but not too detailed top management guidelines for innovation activity; define clear and realistic goals; minimise red‐tape and formality and be willing to revise plans frequently; ensure a close relationship between R&D, Marketing and Manufacturing, but allow R&D to maintain a long‐range perspective; provide a stimulating, supportive and well‐supervised working environment.
Stimulating innovation in large companies: Observations and recommendations for Belgium
Authors: Lemaitre Nadine , Stenier Bernard 
Published: May 2007

AbstractThis article summarizes the results of a large scale research which was conducted in 41 large Belgian companies. One hundred thirty‐one innovation projects were studied in order to bring to light the factors encouraging or inhibiting the innovation process in large companies.A stage‐model of the innovation process is proposed, including the following phases: perception of the idea, conceptualization, development and operationalization. Favourable and unfavourable factors are emphasized at each stage. On the basis of these conclusions, recommendations are drawn which are aimed at managers, the public authorities, the universities and the trades unions. These recommendations concern three areas: increasing the technical‐economic forecasting capacity of the companies and of the economic community at large; stimulating the research efforts inside and outside the firm; organizing the innovation development process within the firm.
A methodology for reducing technological risk
Authors: Eres Beth Krevitt , Raz Baruch 
Published: May 2007

AbstractThe purpose of the paper is to suggest a quantitative method for analyzing the innovation risk from both technological and an economic point of view as a contribution to the strategic evaluation and planning process. Specifically the method provides a predictive evaluation of the probability of the commercial success of technological breakthroughs.The method is a quantification of the qualitative method originally developed by White and Graham. It consists of a stepwise process in which the benefits of a technology are classified under four major headings: inventive merit, embodiment merit, market merit, and operational merit. Within each heading, the target technology is evaluated by pairwise comparison with alternative technologies, using a Saaty‐type procedure. The decision‐maker can conduct a sensitivity analysis and the evaluation can be made collaborative by using a group of judges.The methodology which is computerized is described in some detail. Its use is illustrated by applying it to an hypothetical project in the field of information retrieval in which CD‐ROM is compared with three alternative technologies.
Technology development processes: A model for a developing country with a global perspective
Authors: Lee Jinjoo , Bae Zong‐tae , Choi Dong‐kyu 
Published: May 2007

AbstractThis paper presents a conceptual model as a new framework of the technology development processes in LDCs based on global perspective. The proposed model consists of three development stages such as initiation, internalization, and generation, as well as some propositions related to the levels of transferred technology, technology acquisition modes, technology elements mastered, and major contributors of technology development in each development stage.The model explains several dynamic changes in LDC's development processes with global perspectives focussing on the DC‐LDC linkages. In addition to formal channels, this model also deals with non‐formal channels, including imitation, which are unduly neglected in the literature, equally important as methods of technology acquisition. Moreover, the proposed model analyzes the technology development processes from several different standpoints and embraces multi‐level units of analysis such as country, industry, firm, and unit technology. Because the proposed model explains the observable phenomena only and is a conceptual model to be tested, further theoretical studies are needed to explain the underlying principles of technology development in LDCs such as the technology learning theory. In addition, further empirical studies to test the global perspective model in various situations are needed.
Factors affecting brainstorming: towards the development of diagnostic tools for assessment of creative performance
Authors: Rickards Tudor , Aldridge Simon , Gaston Kevin 
Published: May 2007

AbstractTo test a model of creative behaviour in teams, twenty five problem‐solving groups were assembled from a Business School graduate programme, trained in creative problem‐solving techniques and given a realistic product development task. Self‐assessment ratings were collected for factors perceived as influencing performance. Three experienced trainers rated the ideas produced. Four major factors were identified from the self‐assessed statements, each mentioned as positive and negative influences. The study provides a foundation for developing diagnostic tools for assessing creative performance in problem‐solving teams, and gives pointers to factors which are important for improving performance.
Academic entrepreneurship at Belgian Universities
Authors: Van Dierdonck R. , Debackere K. 
Published: May 2007

AbstractIn this paper a framework of university‐industry interactions is discussed. The presence or absence of academic entrepreneurial behaviour is considered as a basic variable in distinguishing a host of transfer mechanisms. As a hypothesis it is stated that university‐industry interactions are hampered by three types of barriers: cultural, institutional and operational.This framework is then applied to the Belgian university system. The relative importance of different groups of transfer mechanisms is described. Particular attention is given to the barriers occurring during licensing arrangements and entrepreneurial ventures. A mix of cultural, institutional and operational barriers helps to explain why licensing arrangements and entrepreneurial ventures occur at present less frequently then the assistance mechanisms.
A systematic technique for new product idea generation: the external brain
Authors: Bar Jacob 
Published: May 2007

AbstractThe author outlines a novel computer‐based technique to generate ideas for new products. Essentially the technique uses the so‐called Dialog databank, claimed to have access to 152 million units of information, to search for all publications in the database which combine a root concept and words such as idea, innovation, novelty, and so on. The computer can then be instructed to print out the titles of a restricted number defined by the searcher from each database accessed. The searcher can then study the contents of each publication at leisure. In principle other similar databanks can be used.The technique is illustrated by two hypothetical cases: new uses for water and new uses for metal‐powder technology.The author claims that the technique will generate a large number of ideas in a short time at low‐cost, can be used selectively (eg to search within a stated time‐period), will link otherwise unrelated disciplines, and is well suited to brainstorming. The main drawbacks are that much of the information may be irrelevant, it cannot provide entirely new ideas though it can link existing concepts in a new way, and it cannot print out the total text from an identified source.
Research findings in strategic management with implications for R&D management
Authors: Cooper Arnold C. 
Published: May 2007

AbstractThe author has reviewed the literature, predominantly North American, on the relationships between corporate strategy and corporate performance.The general context is the question of where and how a firm should diversify. The author considers three areas of decision: corporate strategy, (where to compete), business strategy, (how to compete), and corporate organization (receptiveness to diversification). It appears that the most advantageous corporate strategy is to diversify into a high‐profit area but to maintain a substantial relatedness to existing businesses; the best business strategy is to have a market‐related perspective, to use R&D to develop new products with a marked competitive advantage rather than new processes, to minimise investment but to enter the market on a sufficiently large scale. This last condition presupposes a high degree of top‐management commitment to the venture. Furthermore, consideration has to be given to whether the organizational culture is such as to nurture rather than stifle the venture by insisting on administrative controls appropriate to the firm's traditional base.The author points to three areas deserving of further investigation: How a firm in a mature industry can find a related area that is sufficiently attractive; how to fix on the correct scale of an entry taking into account the long lead times before the venture shows a net return; and how to ensure that the corporate culture will be able to accommodate novel interests and procedures.All the above matters pose questions for the management of technology and the direction of R&D.