bluuebunny/crossref_metadata_2025_split huggingface dataset:
Global R&D management
Authors: de Meyer Arnoud , Mizushima Atsuo 
Published: May 2007

AbstractGlobal R&D management, the management of company R&D effort distributed over different countries, a task that concerns multinational firms, has not been widely studied. The authors have therefore carried out in‐depth studies of global R&D conducted by 7 European and 15 Japanese companies. Their objective was to identify ‘best practice’ and so construct a framework for future research.The authors' conclusions are as follows. Globalisation, that is decentralisation of R&D, has become a necessity for multinationals as a result of the localisation of competition, of product life becoming shorter than development time, and the need to locate laboratories near sources of new technological know‐how.Because foreign acquisitions often lead to the acquisition of laboratories, questions are raised about how best to integrate them with the administrative practices of the ‘home’ organization, whether to reorganize them or to close them down. When it is necessary to set up a new foreign‐based laboratory deciding its exact location will require the weighing of factors such as whether the activities are to be market or process oriented, where on the R to D scale the activities will be placed, and how far direction of the laboratory's programmes and work will be decentralised.Global management also demands special attention to the building of an open communication network among the laboratories, the best form of which has yet to be determined. The main concern in human resource management will be how to select and develop an internationally oriented management corps and how to train R&D professionals to communicate across sites.If globally dispersed R&D laboratories are to be most effectively used then a new framework for their management needs to be developed.
Organisational culture and decision making: a case of consensus management
Authors: Wilkof Marcia V. 
Published: May 2007

AbstractThis paper explores how a state‐of‐the‐art concept, organization culture, shapes decision making and consensus generating strategies used in the successful management of product development activities in high technology companies. Engineering development groups interact with many individuals and groups on a wide variety of very comples engineering, manufacturing, marketing and business issues Much uncertainty exists around these issues because information that would allow for a decision to be made is often unknow or unknowable. Trade‐offs are made continually resulting in a high degree of interdependence among development groups and others with whom they interact. Achieving a balance between controlling development activities on the on hand, and encouraging creativity and initiative on the other, is a complicated process.this paper illustrates the role of organizational culture in product development using case material from a very successful US high case material from a very successful US high technology company. ‘Consensus management’, a major cultural theme at ‘DW Enterprises’, is a decision making style that involves everyone in the decision making process who might have relevant input. A cultural analysis reveals that the engineers developed specific techniques for generating consensus, and that these related as much to control over participation in product development as to decision making.
Technology Innovation Indicators
Authors: Dror Israel 
Published: May 2007

AbstractA survey of the US patent database has yielded indicators to trends in technology innovations. Three types of indicator were developed, namely technology maturity, growth potential and product vs process innovations. The patent data show how innovations in one technology area are linked to other technologies and a measure of these links was incorporated into the above trend indicators. Results have a wide range of applications, including assessment of technological opportunities and helping a company in the analysis of strategic alternatives.
University/Industry research collaborations: an analysis of interorganizational relationships
Authors: Dill D. D. 
Published: May 2007

Theory and research from the field of interorganizational analysis is applied to University/Industry Research Collaborations with the intent of better understanding these relationships and facilitating innovation. Four general perspectives are employed:population ecologyresource dependencemarketing andprocessThe analysis suggests that:1. These collaborations may be a function of major changes in industry structure which deserves more macro‐level policy analysis.2. Competitive forces may encourage organizations to invest in collaborations with limited potential for innovation.3. Geographical proximity, and exchange of personnel and information are critical factors in the design of successful collaborations.
Synthetic fibre technology and company strategy
Authors: Mulder Karel F. , Vergragt Philip J. 
Published: May 2007

The authors' aim is to examine the socioeconomic setting in which the modern technologies of synthetic fibre manufacture emerged. Their specially developed methodology consists in analysing the emergence at three hierarchical levels of analysis — at the ‘macro’ level, tracing the dominant line of development, the so‐called technological trajectory; at the ‘meso’ level, characterizing the industry environment (the main focus of the paper); and at the ‘micro’ level within which each company's development strategy is formulated and implemented.The paper contains a brief history of the development of the technology of synthetic fibre production. The long‐term macro trajectory, pursued by the participant firms in significantly different ways, was towards making a polyamide polymer by solution condensation and spinning it into fibres by existing technology, the aim of each firm being to produce its own high performance fibre selling into a premium market. The paper describes how a number of leading firms chose their particular routes to a marketable product. The motivations varied considerably depending, for example, on legal and patent factors, previous technological choices made by the firm, the need to defend an existing core business, and identification of an empty market niche.In spite of the general similarity of the outcomes of the technological development the authors hold that the industry is still far from standardization, a situation they explain in terms of a model of standardization put forward by Reddy and colleagues.
Improving R&D/Marketing relations: R&D's perspective
Authors: Gupta Ashok K. , Wilemon David 
Published: May 2007

AbstractSuccessful product innovation hinges on close R&D/marketing relationships, especially in technology‐based organizations. However, there is evidence that linkage problems are common and when they are not overcome failure is the usual result.R&D's perspective on what R&D, marketing and senior management can do to improve their relationship with marketing is presented. The recommendations are based on suggestions from R&D directors involved in new product development efforts in 83 technology‐based companies. Also presented is how the need for integration has changed over time and where it is going in the future.
R&D and marketing productivities from cross‐sectional data: A study of German chemical corporations
Authors: Brockhoff Klaus 
Published: May 2007

AbstractThe adoption of EC‐regulations in German law on annual corporate reporting has introduced two new formats for profit and loss statements. Using this newly available data from a sample of German chemical companies, production functions are estimated with sales as an output measure, and R&D and marketing as input measures. It is shown that these factors are peripheral rather than complete substitutes. Marginal productivities of the factors imply the opportunity for relative increases of R&D expenditure over marketing expenditure.
Career orientations of software developers in a sample of high tech companies
Authors: Garden Anna‐Maria 
Published: May 2007

AbstractThe career orientations of software developers in 11 high technology companies of different sizes were studied. It was found that the proportion wanting a managerial career was higher than might be expected (34%) and increased with organisational size. Approximately 25% wanted advancement in a technical career, and this remained the same in organisations of different sizes. The same proportion wanted to start up their own company, but this decreased substantially with organisational size. The group wanting a project‐based career was the smallest, at 15%, and this varied slightly with organisational size. The four groups showed differences in their ideal job characteristics, organisational versus technical orientation and expected tenure. The extent to which they actually expected to satisfy their career preference varied dramatically, with the great majority of managerially‐oriented expecting to actually be managers, but the majority wanting to start their own company not expecting to actually do so.The small high technology company has become an important, almost mythical, component of popular and academic folklore. As Beyer says, the “prevailing wisdom from both lay people and researchers who have been around them says that these firms are somehow different” (Beyer, 1985, p. 483). Within such organisations, the software developer or computer hack has similarly developed a particular aura. As one commentator puts it, “the stereotyped image of the community of programmers is … of a collection of single‐minded nerds possessing no interest in life outside the digital realm” (Sandberg‐Diment, 1986, p.C3). In spite of the interest in both the nature of such companies and such employees, there has been very little empirical data collected (Turbin and Rosse, 1988, p.17) to substantiate the folklore. In particular there has been an almost complete absence of rigorous academic enquiry into what the individuals choosing to work in this type of company are really like, or what their work needs actually are. The present paper is aimed at filling some of this gap, by addressing the issue of what type of career path software developers in high tech companies want.
Information styles of marketing and R&D personnel during technological product innovation projects
Authors: Moenaert Rudy K. , Deschoolmeester Dirk , De Meyer Arnoud , Souder William E. 
Published: May 2007

AbstractThe research question in the present article can be phrased in the following way: what are the elements which influence the perception of the utility of information received from another function? A field study research has been conducted in 40 Belgian companies. In each company, we have studied two on‐going innovation projects (one planning project, one development project). Crossfunctional communication behaviours at the R&D/marketing interface have been measured by means of mailed structured questionnaires. Three‐hundred and eighty‐six questionnaires have been returned. The data analyses show that there are four underlying information dimensions, i.e. the perceived relevance, the perceived comprehensibility, the perceived novelty and the perceived credibility of information. We also discuss some contingency variables (function of the message receiver, stage in the innovation process) that might moderate the impact of these dimensions. It will be shown that the interaction between source and receiver has a significant impact on the perceived credibility, the perceived comprehensibility and the perceived novelty of the received information.
Determinants of technological innovation in the small firms of Korea
Authors: Kim Youngbae , Song Kwangsun , Lee Jinjoo 
Published: May 2007

AbstractThis study identifies the factors determining technological innovations in the small firms in Korea. Two groups of 24 innovative and 25 noninnovative small firms are compared on four categories of variables: environmental, strategic, structural, and top management characteristics, which were found to be important determinants of technological innovation in prior research in developed countries. A multiple discriminant analysis reveals that two top managerial characteristics (risk‐taking propensity and tolerance for ambiguity), environmental heterogeneity, environmental scanning strategy, and professionalization of organizational structure are the most significant factors discriminating innovative from noninnovative small firms in Korea. The findings suggest that predominant determinants of technological innovation vary according to the types of organization and, in the case of small firms, managerial attitudes toward innovation is the most critical factor. Other strategic and policy implications for the management of innovation in the small firm context are discussed.
Emerging challenges for R&D executives — an American perspective
Authors: Chatterji Deb 
Published: May 2007

AbstractIn recent years, many companies have witnessed dramatic changes in their business environment. Emergence of global markets and competitors coupled with new competitive strategies based on quality, speed and/or alliances have forced business managers — especially in the United States — to adopt new management strategies, structures and systems. These in turn have caused many R&D executives to progress from their traditional agenda of managing R&D activities in domestic laboratories to a new agenda of coordinating and integrating technology development and exploitation on a world‐wide basis. This paper discusses this evolution of R&D management agenda in the United States and its implications. It also reviews the approaches being used and the experiences being gained by the American R&D management community to address the emerging challenges.
Managing cooperative research and development: partner selection and contract design
Authors: Håkanson Lars 
Published: May 2007

AbstractThis paper explores the influence of partner selection and the design of contracts and agreements on the chances for a collaborative R&D venture to ‘succeed’. It is based on questionnaire data regarding 49 such ventures undertaken by companies based in four Nordic countries. The age distribution of the sample is taken into account through use of statistical event history analysis, testing hypotheses regarding the determinants of the hazard rate. The results show that prior contacts with prospective partners improve the chances that a cooperation will succeed. Such contacts help prevent difficulties due to differences in corporate culture, inadequate technical capabilities, incongruous strategic intentions, etc. The analysis also suggests that contracts and agreements should avoid detailed specifications of the procedures to be followed during implementation. Such stipulations create problems by reducing the flexibility required in inherently uncertain R&D collaborations. Granting relative resource self‐sufficiency and managerial autonomy to the venture organisation improves its chances of success.
Innovating through alliances: expectations and limitations
Authors: Bidault Francis , Cummings Thomas 
Published: May 2007

AbstractIn this paper we have analysed the innovation processes occurring in several cross‐industry technology partnerships in order to suggest some key managerial issues pertaining to the effectiveness of these increasingly popular initiatives. Our general proposition, based on an extensive literature review and clinical research, is that the managerial hurdles in partnerships frequently offset, and in some cases eliminate, the expected innovation advantages. We submit that there is a fundamental tension between the dynamics of innovation and the logic of partnering. The extent of the tension, however, depends on the nature of the innovation project and on the characteristics of the partnership. Thus we recommend that managers involved in the formation of joint‐R&D agreements should carry out an innovation‐partnering assessment to design an appropriate management structure that would minimise the ‘tension’. Lastly, we suggest some ingredients for carrying out such an assessment, and directions for further research.Alliances seem to be today's answer to most management challenges. As recent surveys show, companies all over the world are forming partnerships to alleviate difficulties met in nearly every business activity —design, manufacturing, distribution, service… (e.g. Hergert & Morris, 1987; Urban, 1989), The popularity of such strategic initiatives in the 1980's has led to a dramatic increase in the number as well as in the forms of alliances (Hagedoorn and Schakenraad, 1990).
Does it pay to acquire technological firms?
Authors: Chakrabarti Alok , Hauschildt Jurger , Süverkrüp Christian 
Published: May 2007

AbstractThe paper focuses on several research questions: How do the firms differ in terms of their strategic objectives for foreign acquisitions? What are the determinants of ‘success’ of acquisition? What are the differences between the American and German firms in terms of their acquisition strategies and successes?Our special interest was to get a closer look into the technological motive of the foreign acquisitions. This made a two‐step procedure necessary. A first survey of 86 firms had to identify those acquisitions which were motivated by technological interests through a questionnaire. Findings: There are four classes of companies with different motives for acquisitions: Market oriented entrepreneurs, Short‐term profit seekers, Technological acquirers, Preemptive market protectors.The second survey investigated the process and the results of acquisitions with a special view on the role of research and development through 60 interviews in 30 acquisition cases in both acquiring and acquired units. Findings: A network of variables explains the success. The most important are context variables (uncertainty, cultural differences), size of both firms, low degree of formalization, expertise, and lack of conflicts about technological philosophy.
Technology strategies and the Miles & Snow typology: a study of the biotechnology industries
Authors: Weisenfeld‐Schenk Ursula 
Published: May 2007

Abstract Strategic behaviour has been defined as managing environmental risks and matching organisational capabilities with the opportunities offered by the environment (e.g. Hofer & Schendel (1978)). One possible theoretical framework for analysing strategies of a firm is the Miles & Snow typology (Miles & Snow, 1978). It has received considerable attention and has been tested empirically with respect to business strategy in various industries (Snow & Hrebiniak, 1980; Hambrick, 1983) as well as marketing strategy (McDaniel & Kolari, 1987).In this paper we attempt to apply the Miles & Snow typology to technology strategy and to relate technology strategies to the perception of environment and project risks. Thus, weEmpirical data from companies involved in biotechnology is used to study some key questions.
R&D project selection and scheduling for organizations facing product obsolescence
Authors: Venkatraman R. , Venkatraman Sitalakshmi 
Published: May 2007

AbstractResearch and development is very crucial in an organization that faces rapid product obsolescence. Our thesis is that R&D project scheduling and resource planning should be born out of the optimum product launch plan which, in turn, should be in adherence to the growth rate targeted by the organization. Such an approach would ensure that the R&D activities of the organization are in tune with the Organization's goals. The absence of such coordinated R&D planning would hamper the productivity and profitability of the organization. This paper attempts to develop a methodology and model that would enable the streamlining of R&D project schedule. A real life case application has also been illustrated.
R&D project team climate and team performance in Korea: A multidimensional approach
Authors: Kim Youngbae , Lee Byungheon 
Published: May 2007

AbstractThis study examined the relationship between R&D team climate and team performance in a developing context, Korea. Given the fragmented results of existing studies in advanced countries, which explored largely the effects of individual dimensions of team climate on team performance, this study focused on the interaction effects among multiple dimensions of team climate. The interaction effects can produce seemingly contradictory or paradoxical bivariate associations between each climate dimension and team performance.Both bivariate and multivariate analyses, using data from 80 R&D project teams in both government‐sponsored research institutes and private R&D centres in Korea, revealed the following results.1. Four dimensions of R&D team climate—autonomy, cohesiveness, change orientation, work pressure—were not positively associated with team performance. Rather, autonomy was found to have a significant negative relationship.2. Interaction effects of each team climate dimension were partially borne out. When the change orientation or work pressure of a team was high, autonomy had a positive impact on team performance. Otherwise, autonomous team climate deteriorated performance of the team. However, interaction effects between cohesiveness and change orientation or work pressure were not found significant.3. There appeared three clusters of R&D teams with similar climate characteristics. Teams with high autonomy but a low change orientation exhibited a lower level of performance than the other two clusters—one with low autonomy but high change orientation and work pressure, and the other with a medium level of autonomy and change orientation.The results implied that a holistic team climate, as well as an individual aspect of climate, had a significant impact on team performance. A configuration approach considering interaction effects among various climate aspects would be beneficial for the development of high performing R&D teams.
The impact of EC R&D programmes on corporate R&D practice in Europe: a knowledge‐base approach
Authors: Kastrinos N. 
Published: May 2007

AbstractThis paper examines the role of additionality in the impact of EC R&D pro‐grammes on firms. It comes from a study of the Impact of the EC Framework Pro‐gramme on European Industry, which was sponsored by the Support Programme for Evaluation Activities in Research (SPEAR) of the EC. The argument is that there is an interaction between ie use of additional R&D resources, the organization of the R&D process, and the exploitation of R&D results. The analysis of the R&D process takes place within a framework based on the concept of the knowledge‐base of the firm. A number of case studies are discussed and conclusions are drawn as to the impact of the EC Framework Pro‐gramme on European firms.