bluuebunny/crossref_metadata_2025_split huggingface dataset:
The changing face of research anddevelopment in the public sector
Authors: Gray J. A. , Wolff S. P. 
Published: May 2007

AbstractThis paper examines the changes that have occurred in the management and scale of R & D, in the contextof the'gas industry's experience. As a resultof the discovery o f North Sea gas and new and expanding operations, R & D has become larger, more central, and thus more integrated into and accountable to the organization as a whole. This has resulted in greater centralization and planning administered according to the ‘sponsorship’ principle.These changes have highlighted the problems of R & D choice and the comparison of commercial and non‐commercial objectives in a public sector industry. The unique constraints under which nationalized industries operate and their commitment to the ‘public interest’ as well as to commercial goals, are discussed. These bear upon the way in which R & D decisions not amenable to cost/benefit analysis (such as the balance between long and short term work) are made. It is emphasized that these decisions are made by the industry as a whole and that R & D must thus be seen to be complying with industry objectives.The example of British Gas R & D Planning is used to show how ‘sponsorship’ operates and its values for R & D and the restof the industry. Comparison with other public sector industries indicates that there is no one great system for R & D and that its administration is a function of the history, technological characteristics, and present situation of the industry. These imply different procedures appropriate for the innovation process within the Industry. The role of British Gas within a national energy policy is discussed. The separation of the fuel industries affects the assumptions on which R & D plans are made and thus the degree of uncertainty inherent in all R & D planning. This raises interest‐ ing questions about the degree of flexibility possible in defining each industry's own objectives.
Morphology and creativity in technological forecasting1
Authors: Jones H. 
Published: May 2007

AbstractAlthough the morphological approach to the exploration of technological possibilities was first described by Zwicky in 1962 in relation to jet engine systems and used by him as early as 1942, it has received less attention as a tool for creativity than it deserves. Jantsch in his classical review of technological forecasting attempted to establish interest in the methodology, referring to it as ‘a systematic investigation of all the possible solutions to a given problem, without any prejudice, using matrix representations in as many dimensions as there are basic parameters'. Since that time both he and a few others, notably Ayres have continued their interest in its application, dealing with problems in the fields of food production and materials processing.But less recognition has been given to the use of morphology as an everyday tool in the creative approach to simpler and less comprehensive technologies and it is a purpose of this paper to indicate how this can, and indeed should, be effected by those involved in R & D management and planning.
Technology transfer and the process of technological innovation: new concepts, new models1
Authors: Robbins Martin D. , Milliken J. Gordon 
Published: May 2007

AbstractMany so‐called ‘technology transfer’ programs are based on the belief that the process is essentially one of communication rather than of innovation. As such, the designers and managers of such programs concern themselves with questions of how to transfer technology after it is already developed, rather than how to develop or adapt technology so that it is transferable. The net result, we believe, has been a very poor showing and a very low level of effectiveness. To design a successful transfer program one must develop a view of the flow of technology in an integrated innovation process, and this paper concludes with the presentation of a highly significant flow model in which the critical aspect is constant assessment of the non‐technological factors during the entire course of the innovation cycle–including those related to marketing, regulations, capital and human resources.
Balancing resources in pharmaceutical research
Authors: Styles A. , Cox J. S. G. 
Published: May 2007

AbstractWithin the financial and technical objectives of pharmaceutical R & D, an important sub‐goal is the maintenance of a long‐term balance between the different activities of research. Such a balance provides stability and, by ensuring a high utilization of research man‐power, offers a higher output from a given level of investment. This paper describes the development and use of a simple technique to assist in attaining this balance. The performance of a strategic plan, in both the long‐ and short‐term, is assessed, and the scope for corrective action to deal with deviations from the plan is explored. The flexibility and robustness of suitable strategic plans are demonstrated by the use of simulation.
Research, development and technology transfer in the Canadian construction industry
Authors: Boyd A. D. , Wilson H. 
Published: May 2007

Abstract. This article highlights the observations made and conclusions reached in a recent background study for the Science Council of Canada (Boyd & Wilson, 1975). It examines the interdependence of research and development activities associated with the building and engineering sectors of the construction industry in Canada. It also examines several important factors influencing the effectiveness of the transfer of technology into, and within, these two sectors.
Diversification through licensing
Authors: Killing J. p. 
Published: May 2007

AbstractIn this paper the author examines the appropriateness of taking a licence agreement to implement four different types of strategy for product diversification. The research is based on interviews with managers of more than 40 companies manufacturing more than 70 products under licence in Canada and the UK. The result is a guide to the effective use of licence agreements from the point of view of the buyer. The central question addressed is ‘under what conditions should a firm take up a licence agreement?’
The learning curve, R & D management, and marketing strategies for new products
Authors: Milutinovich J. S. , Dempsey W. A. 
Published: May 2007

AbstractThis paper represents a review of the learning phenomenon which is useful in evaluating the potential of new industrial products. The learning curve in quantitative form provides a means for forecasting costs and prices in many industrial situations. While there are many metho‐dological problems to be solved in any specific new project evaluation, the utilization of the learning curve should lead to improved estimates of costs, revenues, and profits. The important role of R & D management in connection with the learning curve is discussed. The interrelationships involving R & D, the learning curve, and marketing strategies are examined.
The economic analysis of agricultural research
Authors: Wise W. S. 
Published: May 2007

AbstractSeveral economic analyses of agricultural research projects have been published in which the ‘surplus’ concept has been used to estimate welfare changes. It is suggested that this procedure does not provide a welfare indicator suitable as a basis for action. The analytical procedure can be re‐worked purely in terms of resource usages. However, the welj‐known hybrid‐maize data of Griliches are used to show that ‘technical assessment’ can often provide, much more simply, as adequate an approximation as more elaborate methods. The importance for agricultural research planning of considerations other than the efficient use of resources is stressed.
Modular risk management: an applied example
Authors: Cooper R. G. , More R. A. 
Published: May 2007

AbstractA major problem for managers is to effectively manage the high risks inherent in moving a new product from idea to market introduction. An example is presented in which a company effectively manages the process of developing a new product by effectively managing risk. The process is characterized by a modular approach to risk and timely review points built into each risk management module. Explicit recognition is made of the major uncertainties at the end of each module and specific actions taken to reduce these uncertainties and therefore reduce risk.
From lead compound to product
Authors: Cox J. S. G. , Styles A. E. J. 
Published: May 2007

AbstractThe process of turning a promising chemical compound into a safe and effective drug is both expensive and risky. Effective strategic planning is vital to ensure that investment in staff and equipment is used productively and that an acceptable output of products can be maintained. But methods of planning in common use do not deal satisfactorily with the uncertainties. This paper sets out an analysis of the process and describes the use of a simple model to establish a strategic plan. The model allows the output, resource efficiency and robustness of a plan to be examined. Important conclusions about the relative distribution of resources between different activities are drawn and the effects of possible changes in regulatory requirements are explored.
RESPRO‐an interactive procedure for planning newproduct chemical research
Authors: Gittins J. C. , Roberts D. M. 
Published: May 2007

AbstractThe model has been developed specifically for the great uncertainties obtaining in new‐product chemical researchparticularly in the pharmaceutical industry‐but it is hoped that it will prove flexible enough to be used in other circumstances. The program is in Fortran and could be run on most computer systems.Procedures for selecting projects and reviewing their progress are becoming increasingly important aspects of R & D management. Modelling a procedure mathematically can prove advantageous, especially if such a model is capable of computational analysis, for then the policy alternatives can easily be explored and compared. This paper describes one such computer based procedure. In quantifying the value of any effort allocation, the program automatically takes account of the fact that estimates of the likelihood that a project will result in a new discovery change as work continues on the project. It also computes a marginal profitability index for each project. Comparison of these indices suggests ways in which effort might profitably be re‐allocated among projects.
Trends in technology forecasting
Authors: Wissema J. G. 
Published: May 2007

AbstractThe current state of the art of technology forecasting (TF) is critically reviewed. A statement of the aims of TF, which distinguish it from futurology, a brief history and a summary of the basic principles are provided. The last includes the technological escalation, technological succession, societal impact and methods of quantification. TF techniques are divided into two pairs of classes: extrapolative versus normative and single‐variable versus multivariable. Each is critically evaluated in terms of its potential applicability and reliability. Substitution analysis, Delphi techniques, cross impact analysis and morphological analysis are treated in some detail.It is concluded that some form of TF is essential to the success of strategic planning and its use will undoubtedly increase in the future.
R and D tactics: applications of RPD decision analysis
Authors: Davies D. G. S. 
Published: May 2007

Abstract: The application of RPD decision analysis to R & D tactics is discussed and the role of the technique as an aid to self‐consistent decision making is enaphasized. RPD decision analysis is used to define limits to its own cost effectiveness.Two example problems are analysed in detail. Simple priority ratings are defined for two special cases: the sequence of independent tests all of which must succeed, and the sequence of independent problem solving attempts, any of which may succeed. The compromise between project duration and project cost is analysed in terms of time dependence of the value of success.The discrimination study is defined as an investigation which aims to provide information for an improved assessment of project success probability.It is shown that such a study is never worth more than one quarter of the total expected benefits of the project.
A note on the relationship between managerial change values, innovative intentions and innovative technology outcomes in food sector firms
Authors: Ettlie John E. 
Published: May 2007

AbstractIn this study three, two‐part propositions were developed based on a general model of how organizational variables moderate the influence of individual change values on innovative intentions and how these same organizational factors moderate the impact of individual innovative intentions on organizational innovative outcomes. A total of 66 respondents, mostly top managers in food processing and food equipment and packaging firms, returned questionnaires. Results indicated that the absence of technical specialist concentration significantly (p <.05) increased the correlation between managerial change values and innovative intentions. Organization size and diversification into nonfood markets did not significantly moderate the correlation between managerial change values and innovative intentions although results were in the predicted direction. Managerial innovative intentions were significantly (p <.05) more likely to be correlated with the rate of new products introduction, and the rate of adoption of incremental process innovation when technical specialists were concentrated. Managerial innovative intentions were significantly (p <.05) more likely to be correlated with the rate of new production introduction and the adoption of radical (new to the industry) process innovation in firms that had diversified into nonfood markets. Critical incident accounts by respondents of creative or innovative episodes in their organizations are strongly correlated with indicators of slack resources for innovation, and the skills managers develop to identify and back innovators in their firms are discussed.
Management of technology in traditional industries: a pilot study in ten Belgian companies
Authors: De Meyer Arnoud 
Published: May 2007

AbstractEmpirical Research about management of innovation has mainly been limited to the Anglo‐Saxon world. In this paper the author reports on a pilot study, which is part of a larger project, in ten small and medium‐sized Belgian companies, all of them active in rather mature industries. The study concerned aspects of idea generation, problem‐solving, project selection, and some organizational aspects of the innovation process. An interesting hypothesis resulting from this study is that innovation is mainly an incremental process along a natural trajectory characteristic for the subindustry to which the company belongs, and that the selection process is for the majority of these companies only a minor problem.
Creativity techniques in product planning and development: A view from West Germany
Authors: Geschka Horst 
Published: May 2007

The author advocates the use of formalised heuristic principles and teamwork as the cornerstone of creativity techniques on which he has written papers in German, and in view of the interest aroused has taken the opportunity to write a summary for an English‐language journal. The purpose of the paper is to review the large number available, to indicate their most profitable field of use and their limitations. He classifies the techniques into four main groups, intuitive association, intuitive confrontation, systematic variation and systematic confrontation. Brainstorming is an example of the first, excursive synectics of the second, morphological analysis of the third and the morphological matrix of the last. He briefly summarises the method employed by about 20 of the 50 he says exist.The paper concludes with some advice to potential users of the methods and a review of the use made of them in German industry.
Business innovation in the UK
Authors: Littler D. A. , Sweeting R. C. 
Published: May 2007

AbstractIt is argued that a viable and durable solution to corporate maturity is new business development (NBD). An idealised process for NBD is outlined. The results of an in‐depth study of fourteen UK firms’ experience in NBD, including a case study of one NBD, illustrate the problems with this approach, and some suggestions for overcoming these are advanced.
Top management roles in R&D projects
Authors: Rafael Israel Dror , Rubenstein Albert H. 
Published: May 2007

AbstractThe work described in the paper is aimed at a better understanding of decision processes in ‘directed’ R&D. Specifically it focusses on the questions: What aspects of innovation does top management influence significantly?, and What are the effects of this influence? The kinds of influences looked at include technological, financial. marketing, timeliness and personnel factors as well as company characteristics. The overall hypothesis was that top management would be interested not only in ultimate objectives but also in intermediate objectives of shorter timespan.The research material consisted of answers to a 29‐item questionnaire given by 107 management‐level respondents in 13 sites. The questionnaires related to data on 154 projects including the degree of success data achieved. The results were analyzed to bring out main‐effect factors on success and intercorrelations between factors.Overall the results supported the initial hypothesis that top management is concerned with shorter‐term R&D matters as well as with the effects of R&D on long‐term strategy. The influence appears to be more marked during early some stages the of factors projects than later. Interestingly of correlated with economic success are not correlated with top management support, although support is correlated directly with succes. On the whole, top management intervention appears to be operational rather than primarily strategic.The authors interpret observations as meaning that top management intervenes at irreversible decision points and on matters that affect other functions of the company but keeps out of some important issues that are beyond their control.
Technology push and need pull: A new perspective
Authors: Voss C. A. 
Published: May 2007

AbstractResearchers into the stimuli of the innovation process have consistently found that the number of innovations stimulated by need pull substantially exceeds those stimulated by technology push. The research reported in this article indicates that when the innovations were divided into user and supplier active innovations, user active innovations were found to be predominantly stimulated by technology push. A possible explanation of this phenomenon is offered.
The energy conservation demonstration projects scheme; A case study in technology transfer
Authors: Fawkes S. D. 
Published: May 2007

AbstractThe author has investigated the causes of the relative failure of ETSU‐sponsored energy saving projects. Using a set of characteristics of successful innovations proposed by Twiss the author assessed how far a number of ETSU projects met them. He concludes that the major cause of failure was over‐stressing product performance and under‐stressing market need. This fault was compounded by the effects of a number of organisational variables over which ETSU had too little executive control. He concludes that innovatory projects proceeding under this kind of management system are more likely to fail than succeed and public money should not be spent on them.
Role Structures and Creative Potential of Working Teams
Authors: Ryssina V. N. , Koroleva G. N. 
Published: May 2007

AbstractThe authors have carried out a study in a number of engineering research institutes of the relationship between the performance of teams engaged in technological innovation and the existence in the team of possible roles. Their objective was to ascertain the optimum role composition. They have identified as essential to an effective innovating team the roles of leader/organiser, idea generator, critic, gatekeeper, research technique specialist, and interface manager.They found that which roles were the key depended on the stage of progress of a project. For example, during the earliest stage the idea generator and the gatekeeper were the most important; in the last stage the interface manager and research technique specialist roles came to the fore. The leader's role was always crucial. His most important functions were to staff the team (getting the right balance of roles and skills, develop the team members, help to generate ideas and act as a gatekeeper. Preferably he should be neither a critic nor a research technique specialist.The authors conclude that the use of these role concepts will improve innovation performance. They also believe that they will be found to be of importance for teams engaged in any form of creative activity.
The management of cross‐disciplinary research
Authors: Epton S. R. , Payne R. L. , Pearson A. W. 
Published: May 2007

AbstractThis paper is based on a critical review of the proceedings of the Second International Conference on Interdisciplinary Research held in 1981 in Manchester, England. Two sets of issues important for the management of collaborative research are identified. One is the need to remove ambiguities from the meanings of commonly used terminology, for which more precise definitions are proposed. Cross‐disciplinary is used to describe only the nature of the task; multi‐ and inter‐disciplinary are seen as describing alternative organizational ways of executing it. Which way should be used depends objectively on the circumstances.The other set of issues is concerned with the effect institutional setting could have on the possibility of carrying out effective cross‐disciplinary activity. Six different settings are identified and broad concepts of group dynamics are used to identify theoretical and practical problems and their possible solutions. The paper concludes with a survey of the practical implications for those managing cross‐disciplinary research.
Knowledge centres: A technology & engineering hybrid
Authors: Dror Israel , Bnaya David 
Published: May 2007

AbstractA Knowledge Centre is defined as a group of experts in a specific field, with some designated equipment and software.Such groups were recognized for the first time (in a given matrix organization) as the real carriers of the accumulated knowledge of science and technology disciplines.To be reckoned as a knowledge centre (K.C.), the group has to be ready to participate in development projects, as well as to lead research for improved technologies and advance knowledge in its field.It was found that by nurturing knowledge centres, the organization has succeeded in per‐forming an interdisciplinary R&D while at the same time maintaining and advancing a strong technology base. The K.C. has some distinctive lifecycle phases. Consequently, the organization applies different considerations and different planning and control methods for each phase. An emerging K.C. needs sensitive care and support. A mature K.C. calls for firm guidance and control, a declining K.C. should be directed to another field, or be dismantled.This report also describes some of the procedures employed by the organization to maintain and control its K.C.s, and a management attempt to use them as a tool for managing the advancement of technology within the organization. The authors predict that a system of K.C.s may be defined and serve other R&D laboratories in a similar way. This thesis has to be verified by additional studies. Some additional areas for further research are identified, too.