bluuebunny/crossref_metadata_2025_split huggingface dataset:
Interactive expert systems*
Authors: Pelc K. I. 
Published: May 2007

AbstractThe author points out the advantages of using the collective intellect of a group of experts over that of a single expert – combination of disciplines, stimulation of creativity, exploiting intuition. Use of this enhanced problem‐solving capacity must also take into account the negatives – conformity, domination, misunderstandings and indiscipline.The author discusses three ways of managing groups of experts: treating them as passive suppliers of precise answers to closed questions (as in conventional expert systems), as active idea‐generators responding to openended questions (cf. brainstorming etc.) or, best of all, allowing them to interact constructively either passively or actively depending on the current requirements of the problem‐solving process.The role of computer technologies is then to facilitate these interactive group processes, for example by holding the stock of ‘hard’ information, or helping the unhindered provision of individual inputs and permitting collective processing of those inputs towards a problem solution, or providing the technology for predicting the consequences of candidate group‐defined solutions. Such assistance would be especially valuable in economic and technological forecasting.
Development and use of organisational climate mapping in Research and Development teams
Authors: Jabri Muayyad M. 
Published: May 2007

AbstractTeam climate is a construct which easily fits with organisational diagnosis and R&D effectiveness and which has been found to be readily acceptable to team leaders. This paper briefly describes the construction and use of an organisation climate instrument which was developed as a diagnostic tool for team climate characteristics in R&D, and a springboard for initiating indepth discussions with R&O team leaders. A system of feedback was developed which comprised a computerized set of plots including (1) CLIMAP (Climate MAPping) intended to depict the individual and aggregate profiles of individual perceptions along relevant climate dimensions. (2) LOCMAT (LOCation MATrix) intended to portray in a matrix form, the location of members relative to each other regarding their perception of team climate and the extent of their agreement/disagreement therewith. The development and use of the instrument and its associated form of feedback is viewed as a potential method for increasing the awareness of team members, project managers and team leaders of their work environment, and as a useful tool for initiating planned change. To date, information has been collected from more than 300 scientific and technical personnel in R&D establishments; amongst these, more specific data have been collected in 18 teams. Implications for management and also for further research are discussed.
R&D in the People's Republic of China
Authors: Huang Y. 
Published: May 2007

AbstractSince her founding in 1949, China has gone a long way in formulating her own R&D structure and policy. There are successful stories and painful lessons as well. In this paper the author intends to examine the evolution of the Chinese R&D structure and policy; the pros and cons with this structure and policy. And finally how China is at present reforming the structure and policy, and why she is doing so.Structure and policy are two of the key factors that affect the effectiveness of R&D. With appropriate structure and policy, R&D will not only advance the state of art of science and technology, but also contribute a great deal to the progress of the society and the prosperity of the nation's economy. Therefore, the main theme of the paper will be concentrated on how China could reform her R&D structure and policy so that R&D can play a bigger role in building up China's economy and modernization.
Nature of the R&D/Marketing co‐operation in the design of technologically advanced new industrial products
Authors: Bonnet Didier C. L. 
Published: May 2007

AbstractMany studies have consistently reported that success in industrial new product innovation is linked with the degree of interfacing between R&D and Marketing in the early stages of the product development process. However, very little evidence of such an interface has been reported in advanced technology firms and the relevant literature provides little empirical material on the matter.Based on a pilot study of 23 new product projects in ten firms in the U.K. it is argued that, in many instances, firms are missing a fundamental issue in the R&D/Marketing cooperation. Too often, the interface is limited to the identification of general market need for a particular new product idea.The paper emphasises the fact that the interface should provide the means for an efficient product design procedure between R&D and Marketing. This design link should, in turn, profit both the engineering design of the product and its future marketability. The paper also outlines the advantages and the problems inherent in the exercise and proposes a framework for implementation.
Matching management control systems to product strategies
Authors: McDonough E. F. 
Published: May 2007

AbstractA framework for management control of new product development projects is presented. Five mechanisms which comprise a management control system are identified. These mechanisms include:—1. The control climate.2. Management involvement.3. Supervision.4. The selection and socialization of individuals.5. Organization structure.These mechanisms are key not only because they have a significant influence on the control of new product development projects, but also because they are amenable to manipulation by management.It is proposed that there is no one best management control system for all situations. Rather, the management control system that will be most successful is the one that is best suited to a particular product strategy. A discussion of the characteristics of two distinctly different product strategies is presented, followed by a discussion of each of the five control mechanisms mentioned above. Finally, we discuss the integration of each product strategy with its respective management control system.
International Scientific and a New Communication ‐ Old Problems and a New Perspective
Authors: Holden N. 
Published: May 2007

AbstractThe author establishes the point that although English is the major language of scientific and technical communication important work is published in other languages, notably German, Russian and Japanese. The author argues that English‐speaking scientists and technologists are probably unaware of this work to the detriment of technical progress. Presenting evidence that the three traditional cures' are impractical or unworkable (i.e. become pro‐ ficient in foreign languages, wait for effective machine translation or agree on a single scientific communication language) the author recommends a new approach. This is that certainly German and probably Russian should be compulsory but unexamined parts of the scientific educational curriculum, right through the secondary and higher educational stages. He also advocates in a more limited way a new type of course in Japanese in which it is treated more as a code than as a language.
A Taxonomy of R&D Control Models and Variables Affecting Their Use
Authors: Tymon W. G. , Lovelace R. F. 
Published: May 2007

AbstractThis paper provides a discussion of dimensions and variables along these dimensions which are believed to be relevant to the control of R&D. Control models gleaned from the literature are compared and classified into a threedimensional taxonomy of control models. The proposed dimensions and the variables associated with them are:Focus (i.e. project, related projects, programs);Technical Effort Measurement (Le. project milestones, program goals, organizational agenda);Financial Orientation (i.e. expense, capital). Of the eighteen potential control models yielded by the taxonomy, nine were found to be reported in use in the literature.In addition, the authors hypothesize that organizational history, profitability, structure, task environment, type of research conducted, and hierarchical level of control are important determinants of the type of control employed in organizations. How these factors influence the control variables employed in organizations is hypothesized and discussed.
Government sponsored programmes for international technological exchanges and applied collective research
Authors: Sciberras E. 
Published: May 2007

AbstractThe author sets out to critically reassess the conventional wisdom that, in the high‐tech semiconductor market at least, R&D and innovation demands inter‐firm collaboration and significant government intervention and funding. The hinge of his critique is that arguments for extensive collective work are dominated by technology and underestimate the need of individual firms to put the effect on their competitiveness first when new technology is on the agenda for development. Government sponsored collective agreements may in fact result in loss of competitiveness if they encourage technology inappropriate for market needs. In fact, R&D is not the only important contributor to innovation; licensing‐in an existing technology new to the firm may be an equally effective means of achieving competitiveness.The author concludes that the value of technical agreements to a firm will differ from industry to industry and from nation to nation, but, whatever the situation, in making the decision whether or not to participate it must be expected a firm will give priority to maintaining its competitiveness.
British Science Parks: Reflections on the Politics of High Technology
Authors: Macdonald Stuart 
Published: May 2007

AbstractScience parks—high technology property developments associated with universities—have suddenly proliferated in Britain. Local authorities, universities and public sector development agencies are now eager to exploit what seems an obvious way of stimulating high technology industry. Though much of their enthusiasm is a product of self interest, it is justified by arguments that science parks provide conditions conducive to high technology industry's prosperity. These arguments are hard to accept, but then so too is the reasoning that perceives easy and instant benefits from high technology. Such euphoria is in stark contrast to the reality that will probably face many British science parks. Keywords: science parks, high technology, universities, Britain, information flow.
Corporate strategy as a source of ideas
Authors: Wilkinson A. 
Published: May 2007

AbstractThis paper looks at a number of others which bear on the interface between Corporate Strategy and R&D Planning to see if a more systematic approach can suggest a sequence to be followed so that Corporate Strategy can be seen as a source of ideas for R&D.The purpose of R&D is defined in terms of contributing to the competitiveness of the Company or Business Unit being served. The areas of competition or threats from the external environment are then explored using a model taken from Porter's book ‘Competitive Strategy’. Each area of competition is considered in turn and strategies identified which might enable the company to maintain its competitive edge. Sub‐objectives for the R&D function can then be determined allocating resources and time for their completion.It is the performance of the R&D function inj fulfilling these sub‐objectives which can be the basis of measuring the effectiveness of R&D.
Lessons from a low‐budget innovation centre
Authors: McMullan W. Ed. 
Published: May 2007

AbstractIn the two years from November 1983 to September 1985, an experimental innovation centre was set up at the University of Calgary to offer services to community ventures by using the existing resources to serve those people developing new ventures in the community. A conservative estimate of $250, 000 worth of resources was leveraged out of an initial operating grant of $20, 000. Outcomes from the first year's operations included $ 1.75 million value added to 50 of 65 community businesses receiving support.This article places the strategy used at the University of Calgary's Low Budget Innovation Centre with the context of related strategies for supporting new innovative ventures. The history of the centre is reviewed, some lessons drawn, and an operational model formulated.
Medium term planning and control in research organizations
Authors: Croft David , Finlay Paul N. 
Published: May 2007

AbstractBy definition, the processes involved in research involve an element of uniqueness and the exact nature of the end product cannot be predicted with certainty. Thus the means used for planning and controlling organisations for which research is a dominant activity cannot be the same as those for which the activities are repetitive and for which standards can be defined.This paper describes the differences in planning and control methodology to be expected between process‐oriented and research organisations and reports the results of a survey of the accounting practices of 10 research organisations.
Project evaluation: Externalities must not be disregarded
Authors: Zaidman Beno , Cevidalli Guido 
Published: May 2007

AbstractWhile technology assessment is now usually performed at government level, methods proposed in the literature for evaluating single R and D projects by industrial concerns do not generally dedicate sufficient attention to possible externalities.The authors propose a model for evaluating R and D projects based on the concept of ‘limiting constraints’ imposed by the different organizations or groups of interest with which the company interfaces.
R and D Project Selection and Evaluation: A Microcomputer‐Based Approach
Authors: Jin Xiao‐Yin , Porter Alan L. , Rossini Frederick A. , Anderson E. D. 
Published: May 2007

AbstractThis paper develops microcomputer‐based R and D project selection and project evaluation models. The models use Lotus 1‐2‐3 as a vehicle to provide practical research management support suitable for a developing country. The models are readily adaptable for various R and D management applications.
Developing a Performance Appraisal System
Authors: Barnhart Sara A. 
Published: May 2007

AbstractBelieving that the foundation of any performance enhancement program, productivity improvement effort, or career development program is a sound performance appraisal system, several years ago we formed a task force of line managers whose charge was to design an appraisal system which would be successful in Pfizer Central Research‐US—an organization of approximately 1300 people most of whom are involved in basic research for the pharmaceutical, agricultural, and chemical operating divisions of Pfizer Inc. The system which resulted calls for three different ‘appraisal events’ during the year: a Self‐Appraisal, a Performance Appraisal, and a midyear Progress Review. The task force felt that for the new system to function successfully, it was important that people regard it as important, understand what it is, and feel as comfortable as possible during the three supervisor‐supervisee appraisal discussions. To help insure that these stipulations be met, the new system was announced by the President of the Division, a booklet describing it was written and distributed to all employees, and two training programs (one for supervisors and one for supervisees) were designed and conducted. The full annual cycle has been in effect for two years and the feedback we receive is positive. Now that this component is in place, we see the next logical step to be to move aggressively into designing a more specific approach to career development.
Scientific and technical information transfer for high technology: keeping the figure in its ground
Authors: Davis Peter , Wilkof Marcia 
Published: May 2007

AbstractThe gatekeeper approach to the management of scientific and technical information (STI) is most relevant to companies engaged in product development in a dynamic technological environment (Allen, Tushman, & Lee, 1977). We will argue in this paper that these companies have a choice of how to effectively organize. The organizational structure and processes they implement will have major effects on how STI is transferred as well as the quality of the STI that is disseminated and used. Hence, changing the context within which STI is transferred may be much more effective than improving the efficiency of existing transfer procedures.
The budgeting process for R&D laboratories
Authors: Wilkinson Alan 
Published: May 2007

AbstractThe author had been associated with the writing of a short series of case studies into the process by which companies allocate their R&D budgets to individual departments or projects. A key question became the location of responsibility for determining the objectives of work under‐taken in R&D, and also responsibility for the allocation of resources in R&D.The cases revealed that decisions were taken by senior R&D managers at one extreme, and by marketing or production managers at the other, but also most often jointly between the functions with different weightings of authority. The parameter most clearly differentiating between the loci of responsibility was the project duration. This led to the development of a two dimensional diagram correlating the expected remaining duration of the project, with the locus of responsibility for its management.It is expected that this model which fits current practice into a normative framework will enable organizations to review and adjust their present methods of coping with the complexities of R&D budgeting.
The R&D/Production interface in four developed countries
Authors: Bergen S. A. , Miyajima R. , McLaughlin C. P. 
Published: May 2007

AbstractThe relationship between company R&D and commercial performance, if any, is the subject of much discussion and little measurement. One view (Bisio and Gastwirt 1979) is that meaningful quantitative generalisations on the value of R&D to companies cannot be made.A later study (Bergen 1983) introduced quantitative methods by creating a series of hypotheses. These were tested by scoring related variables and analysing the data for correlations and population differences. The study was confined to one industry to approach like for like comparison as closely as possible.The results encouraged the extension of the study to include Japan (Bergen & Miyajima 1986) and the USA. The present paper reports on the four country quantitative comparisons. Among other indications, the findings support the view that national culture is an important factor in both methods and results and that there is a correlation between R&D investment and productivity.
R&D project selection: Productivity considerations
Authors: Cook Wade D. , Roll Akov 
Published: May 2007

AbstractThe paper consists of a theoretical discussion of the circumstances justifying the use of R&D to increase the productivity of a firm's manufacturing capability. There are three possibilities: Increase the productivity of existing capacity; re‐equip with purchased existing best‐practice technology; or use R&D to develop new technology.The choice depends on which of the four following situations exist: 1) When the productivity of existing capacity is well below its potential and is also well below that of the industry's best‐practice; in this case the right strategy is first to bring actual productivity up to potential, and then to consider the purchase of best‐practice. 2) When productivity is well up to potential but is well below best practice; the advice is then to purchase best‐practice. 3) When existing capacity is already best‐practice but productivity is well below capacity; in this case productivity of existing plant should be increased. 4) When existing capacity is bestpractice and productivity is near the maximum; then and only then is R&D to develop new technology justified.The paper concludes with a brief account of the process to be undergone between the establishment of a case for R&D using the above criteria and, if R&D is undertaken and completed, the retrospective review of its outcome.
Technologically evolving industrial equipment fabricators: their foreign involvement
Authors: Tesar George , Velu Raja 
Published: May 2007

AbstractIn the United States fabrication shops build equipment to client specifications. Once their growth and profitability were closely aligned with those of their clients who were generally the larger firms. Now that most of these clients import their needs from abroad, fabrication shops need to compete on their own in both domestic and foreign markets. In order to help them achieve their goal, we need to have some understanding of their internal development and further identify possible barriers to their foreign involvement. To this end, a conceptual model with several operational and planning variables, to discriminate fabrication shops that service foreign markets from those that do not, is postulated and empirically tested. Policy implications of the study findings are discussed briefly. Limitations of the statistical procedures and possible future work are outlined.
Managing an in‐house R&D service department
Authors: Grainge N. J. , Pearson A. W. 
Published: May 2007

AbstractThe paper reports a study carried out in a large UK industrial R&D establishment which had recognised that queuing for service from support groups was becoming a serious problem.The main part of the study was carried out on the operations of an analytical department. Interviews were carried out with both ‘servers’ and ‘customers’ at all levels in the organisation. These were supplemented by observations of the actual process by which service was demanded and rendered, and by analysis of records.The study revealed why the queuing problem arose and the reasons for its undesirable effects. The authors concluded that resolution of the problems is a matter for the organization as a whole, and not merely for servers and customers.The situation is further analysed in terms of queuing theory. It is argued that improvement could be achieved if a systematic priority allocation system which took into account both urgency and importance were instituted. However, rational scheduling is possible only over a short time horizon, given current human and computing abilities. To achieve optimization over a longer time horizon the authors recommend the development of an expert system incorporating past experience into its knowledge base.
Changes in the field of R&D management over the past 20 years
Authors: Allen Thomas J. , George Varghese 
Published: May 2007

AbstractThe purpose of this bibliographic study is to identify trends of interest in the field of the management of technology in the last 20 years. The data used are based mainly on a classification of the topics covered by papers printed in this journal since its first publication in 1970.On the whole, interest in most of the topics has remained steady, notably in economics of R&D, communication, innovation and creativity. The only notable decrease in interest has been in project evaluation and selection. Relative to their importance, the authors remark that in some areas in which interest has remained steady, such as creativity and innovation, not enough is being done. Areas in which interest has increased include organizational issues, the interface between R&D and production and the impact of information technology. Interest in technology strategy increased over the early part of the review period but has recently declined.The authors conclude by listing topics which strongly deserve attention by workers in the field. They cite integration of R&D into corporate strategy, organizing for technological flexibility, technology assessment and transfer, speeding up the R&D process, measuring the impact of new information technology, intrapreneurship and defining the role of basic R&D in technology development.