Investigating differences among research projects and implications for managers

As research and innovation have become central to the economy, the challenge of managing these activities has taken on greater importance. Studies have focused on the impact of organizational variables on research activities, such as work environment, human resource factors, and managerial practices. But little attention has been paid to the effect of differences among types of research projects. While the notion that differences exist among research projects is acknowledged, particularly in the research & development portfolio literature, there have been relatively few studies into the dimensions by which research projects, and needs of project team members, differ. Further, there is little recognition that these differences translate into the need for different research project management practices. The objective of this paper is to investigate differences among research projects along three dimensions, amount of funding, complexity of project teams, and research orientation. These dimensions are selected because of their central theoretical importance in the organizational literature, as well as posing a number of different challenges for research management. This study looked at 18 research projects at a national laboratory and analyzed the responses of project members to a comprehensive research environment survey conducted in 2001. The results of the analysis indicate that there are significant differences between types of projects along three dimensions and suggest ways that research performance can be improved through management intervention.     

Differential Potency of Factors Affecting Innovation Performance in Manufacturing and Services Firms in Australia

Whether or not industrialized nations are experiencing a fundamental shift from a manufacturing- to a service-based economy may be a matter of debate. However, the service sector is clearly growing at an explosive rate, particularly in comparison with manufacturing. With this in mind, we need to better understand how the successful development of new services differs from that of new products. Such understanding requires identifying the critical success factors for new service development (NSD), as well as contrasting them with the factors underlying successful new product development (NPD). Kwaku Atuahene-Gima describes the results of a study comparing the innovation activities of Australian services firms and manufacturers. The study explores managers' perceptions of the factors necessary for successful NSD and NPD. In addition to comparing the differing perceptions of managers of services firms and manufacturers, the study highlights implications of these differences for managers striving for improved NSD. Services and manufacturing firms focus on similar factors for improving innovation performance. However, the relative importance of those factors depends on the type of firm. The critical factor for services—the importance accorded to innovation activity in the firm's human resource strategy—ranks third in importance for manufacturers. Manufacturers focus primarily on product innovation advantage and quality. In contrast, service innovation advantage and quality ranks third in importance for service firms. Surprisingly, technology synergy is found to have a negative effect on new service performance. If a new service is a close fit with a firm's current technologies, competitors will likely be able to quickly imitate the new service. As a result, NSD efforts based on technology synergy will not provide a competitive advantage. Compared to manufacturers, successful service firms must place greater emphasis on the selection, development, and management of employees who work directly with the customer. Through effective self management, these contact personnel shape the quality of the customer relationship. In addition, their close contact and potentially long-term relationships with customers make such employees an important source of new ideas in the firm's NSD process. Such relationships also cast contact personnel in a make-or-break role in the launching of new services.     

Cross-functional integration as a knowledge transformation mechanism: Implications for new product development

The importance of cross-functional integration (CFI) teams involving workers with multiple forms of functional expertise to work on new product development cannot be overemphasized. CFI is an organic structure and it allows the team members' tacit knowledge embedded in individuals to be realized in the new product development team's collective knowledge - a holistic appreciation and understanding about how to achieve new product development goals. Specifically, despite the pivotal role of CFI and knowledge appreciation in new product development teams, scholars appear to have overlooked the integration of individual level factors, team level factors, individual tacit knowledge, and group collective knowledge within the context of achieving the new product development objectives. Adopting knowledge, CFI, and socialization theories, we propose a conceptual framework that stipulates that the factors at the team level (goal congruence, task cohesion, interpersonal cohesion, and transformational leadership) and the qualification of team members (common knowledge, functional expertise, and their positions in the network) influence the effectiveness of tacit-to-collective knowledge transformation.     

Antecedents and Consequences of Goal Incongruity on New Product Development in Five Countries: A Marketing View

This article examines an important challenge to effective cross-functional integration: goal incongruity among marketing, research and development (R&D), and manufacturing in new product development. We examine the effect of this incongruity as perceived by the marketing function on three components of cross-functional integration: the harmony of cross-functional relationships, the quality of cross-functional information, and the level of cross-functional involvement. We also examine how two types of managerially controllable variables affect goal incongruity: (1) factors that motivate functions to develop common goals; and (2) factors that facilitate the formation of such goals. We give special attention to the effect of national culture on the formation of common goals. Data collected from marketing managers in 1,083 firms in five culturally distinct areas—-the United States, Great Britain, Japan, Hong Kong (a special administrative region of China), and mainland China—are used to test the hypothesized relationships. Our results underscore the importance of people-side issues, and of national culture, in cross-functional integration. Perceived goal incongruity among marketing, R&D, and manufacturing impairs all three components of cross-functional integration. In United States and British firms, goal incongruity generally is attributed to motivational factors and in Japan and Hong Kong to facilitative factors. Finally, our results show that the two types of managerially controllable variables interact. For example, joint rewards and job rotation strengthen each other's tendency to reduce goal incongruity in all five samples. This suggests that job rotation promotes the development of joint goals more effectively when it is accompanied by a joint reward system.     

The adoption of national account marketing by industrial firms

National account marketing has been a common industrial marketing practice since after World War II. National account marketing means that special marketing procedures are followed in selling, servicing, and monitoring certain key customers considered important to the goal attainment selling company. The importance of the account may lie in the volume of goods purchased, the dollar value of the purchases, share of market controlled, prestige of the account, or any number of other factors thought to be critical to goal attainment of the selling firm.     

Workers,Workplaces and Working Hours

This article uses the British Workplace Employee Relations Survey 1998 dataset to evaluate the importance of firm‐level factors in determining weekly hours of work in Britain, to analyse the amount of variation of hours within firms, and to assess whether workers are sorted into firms on the basis of hours. Nearly a third of the explained variation in weekly hours of work can be ascribed to firm‐level differences, which are unrelated to any observed worker characteristics. Firm‐level ‘policies’ are especially important in the private‐services sector. A further 40 per cent of variance can be attributed to the effect within firms of different occupation, skills and family characteristics. Finally, about a quarter of the explained variation in working hours is due to a sorting process of workers to firms, especially on the basis of skill and occupation.     

Micro-dispersion of performance across industry lines

Classical industrial organization suggests that profitability differences are caused by industry-specific factors. Revisionist and managerial approaches, however, are stressing the predominant importance of firm-specific factors. Empirical evidence is more pronounced for firm-related factors, but recent inquiry also found support for the superiority of industry effects. The present paper examines the discriminating power of the industry variable to separate a German firm sample into homogeneous industry subgroups. The finding is that the industry does not have a significant influence on the dispersion of firm profit rates. Thus, the firm-effect approach to profitability is corroborated.     

谈中石化油气勘探开发工程监督工作的定位和发展

近年来,中国石油化工股份有限公司围绕油气勘探开发工程监督工作,进行了积极而大胆的探索,形成了具有中石化特色的勘探开发工程监督体制和运行机制,有力地推动了勘探开发目标的实现和质量、投资、效益的提升。但是,人们对勘探开发工程监督工作的定位、性质、重要性、必要性及发展,有着不同的认识和理解,为此,从中石化工程监督面临的形势、勘探开发工程特点及质量特性、勘探开发工程监督工作的定位等方面进行了比较系统的论述,对中石化工程监督工作目标及发展进行了展望。     

More than network structure: how knowledge heterogeneity influences managerial performance and innovativeness

This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro‐social processes that might account for differences in managerial performance, taken from economic sociology and studies of managers' exploitation of their social networks and derived from work in psychology on the genesis of ideas. We compare the influence of these mechanisms on managerial performance using a sample of 106 middle managers in a European telecommunications company. Our findings suggest that, while network structure matters, access to heterogeneous knowledge is of equal importance for overall managerial performance and of greater importance for innovation performance. Copyright © 2004 John Wiley & Sons, Ltd.     

Work Pressure in Europe 1996–2001: Trends and Determinants

Diverse theories have predicted a trend towards growing work pressure in advanced capitalist societies, while pointing to quite distinct causal factors. This paper seeks to assess these arguments using data from two surveys of employees in European Union member‐states carried out in 1996 and in 2001. It finds there is no evidence of a trend towards higher work pressure over this period. There is, however, support for some of the main arguments about the types of factors that affect work pressure: for instance, skill, job control, new technology and current job security are clearly important. But the trends in job control and job security have not been those predicted, while changes in another major determinant — the length of working hours — have tended to reduce work pressure. There are substantial and relatively stable differences in work pressure between countries, but to a considerable extent, these reflect compositional differences with respect to the main determinants of work pressure.     

Does the Theory of Irreversible Investments Help Explain Movements in Office–Commercial Construction?

Focusing on the relevance of the modern investment theory in explaining movements in office–commercial construction, we attempt to advance existing empirical work in two respects. First, building on recent theoretical advances, we offer an extended empirical model of new construction that takes into account the full opportunity cost of irreversible investments in uncertain environments. Second, using updated time series of office–commercial construction across the nation's largest markets, we empirically estimate such a model to (i) explore investment behavior during 1982–1998 and (ii) detect differences, if any, in such behavior between the pre- and post-recession years. Our empirical findings are fully consistent with the theory of irreversible investments. Such findings highlight both the relevance and the relative importance of uncertainty in underlying demand factors in shaping movements in office–commercial construction, while pointing altogether to more cautionary investment behavior during the post-recession years.     

Determinants of New Product Development Team Performance: A Meta‐analytic Review

New product development (NPD) has become a critical determinant of firm performance. There is a considerable body of research examining the factors that influence a firm's ability to successfully develop and introduce new products. Vital to this success is the creation and management of NPD teams. While the evidence for the use of NPD teams and the factors that determine their success is accumulating, there is still a lack of clarity on the team‐level variables that are most impactful on NPD success. This meta‐analytic study examines the effects of NPD team characteristics on three different measures of success: effectiveness (market success), efficiency (meeting budgets and schedules), and speed‐to‐market, requiring incorporation of a broader set of team variables than previous studies in order to capture more factors explaining NPD outcomes. Unlike a typical empirical study that considered no more than two team variables to predict NPD performance, this study combines research spanning eight team variables including team input variables (team tenure, functional diversity, team ability, and team leadership) and team process variables (internal and external team communication, group cohesiveness, and goal clarity). Results from 38 studies were aggregated to estimate the meta‐analytic effect sizes for each of the variables. Using the meta‐analytic results, a path analytic model of NPD success was estimated to isolate the unique effects of team characteristics on NPD effectiveness and efficiency. Results indicate that team leadership, team ability, external communication, goal clarity, and group cohesiveness are the critical determinants of NPD team performance. NPD teams with considerable experience and led by a transformational leader are more successful at developing new products. Effective boundary spanning within and outside the organization and a shared understanding of project objectives are paramount to success. Group cohesiveness is also an important predictor of NPD outcomes confirming the importance of esprit de corps within the team. The findings provide product development managers with a blueprint for creating high‐performance NPD teams.     

An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness

The purpose of this study is to empirically examine and assess the moderating effects of extent of virtualness on a variety of well-established predictors of new product development team satisfaction. We focus our study on 178 different new product development teams from a variety of industries and use extent of virtualness as a structural characteristic of the teams, measuring it on a continuum. The predictors of team satisfaction we studied are relationship conflict, familiarity, goal clarity and preference for group work. Primary findings include: (1) relationship conflict has a more deleterious effect on team member satisfaction as teams become more virtual, mainly because it is very difficult for team members of virtual teams to resolve their interpersonal disputes; (2) the relationship between preference for group work and team satisfaction is moderated by extent of virtualness, such that preference for group work increases team satisfaction more as virtualness increases; (3) goal clarity and familiarity are not moderated by extent of virtualness, but have a significant direct effect on team satisfaction. Managerial and research implications of these findings relative to new product development teams are also discussed.     

Facilitators and Inhibitors of Collective Action: A Case Study of a US‐Owned Manufacturing Plant

This article develops a theoretical model of collective action at work using the key concepts of mobilization triggers, facilitating factors, and inhibiting factors. It then illustrates the value of this model for understanding why a low‐pay, low‐skill, blue‐collar manufacturing facility remained non‐union, drawing primarily on the accounts of a limited sample of redundant workers. These accounts are used to demonstrate the importance of social contexts where inhibiting conditions dominate and where management practices succeed in gaining worker consent and forestalling a collective response from workers.     

Telework paradoxes and practices: the importance of the nature of work

Research on telework often focuses on the outcomes of telework, investigating if telework is ultimately a ‘good’ or a ‘bad’ thing for teleworkers and their organisations. However, findings across telework research studies are often inconclusive, requiring deeper engagement with potential explanations for contradictory and paradoxical results. This study uses virtual ethnography (netnography) to investigate naturally occurring data. By analysing online debates related to Yahoo!'s decision to ban telework for its employees, this study surfaces aspects currently overlooked by telework research. These findings suggest that the diversity of the nature of work undertaken by knowledge workers and perceived differences in the suitability of different tasks for telework are of critical importance for understanding telework from a practice perspective. However, deeper engagement with the different kinds of work activities of knowledge workers is currently missing in the telework research literature. This study therefore contributes to better understanding of telework and paradoxical findings in telework research.     

The influence of executive cognition on competitive dynamics

Prior competitive dynamics research has drawn on theories of information processing to model the subjective antecedents of executives' retaliation choices. This prior work has made great progress in developing our understanding of the retaliation choices most firms will make to a given type of attack. What the information processing perspective has not been able to do is explain firm‐specific behavior to predict which competitive moves individual firms will challenge, or explain why individual firms differ in the types of actions that they are most likely to challenge. The goal of this paper is to sharpen the theoretical and empirical focus on predicting firm‐level retaliation proclivities. We leverage managerial cognition research to examine the relationship between firm‐level differences in the cognitive frameworks that executives possess, and firm‐level differences in whether and how quickly firms challenge a market move. Results from a longitudinal study of the airline industry suggest that the addition of a cognitive perspective provides important insights into competitive retaliation. Copyright © 2010 John Wiley & Sons, Ltd.     

Do technology and manufacturing strategy links enhance operational performance? Empirical research in the auto supplier sector

Although much of the literature on manufacturing strategy (MS) and technology studies the implementation and impact of these manufacturing programs in isolation, this paper goes further by assessing the joint implementation and effect of these two manufacturing programs on performance, even when some contextual factors are present. Thus, this paper investigates how plants from the auto supplier sector make use of some operations practices from manufacturing strategy (MS) and from both product and process technology, by testing the effectiveness of both sets of practices, with the ultimate goal of enhancing operational performance. The results suggest that there are only very minor differences between high and standard performers on the aggregated level for technology practices, which may be the reason why technology does not result in significant performance differences between the two plant types. On the other hand, on the aggregated levels, there are somewhat greater differences for MS practices than for technology in both plant types, leading to larger differences in performance. While this study provides a foundation for examining MS, technology and context within a single framework, it is only through further research that a full understanding of the relationship between them will be obtained.     

Competition in government and industry procurement contracting

This study explores government and industry procurement official's perception of inhibiting factor importance to competition in Federal contracting. Within the government sector as well as the industrial sector there are no significant differences in perceived factor importance. However, between the industry and government sectors significant differences in perceived factor importance do exist. The study also reveals some commonality of factors identified by both sectors as important inhibitors to competition.     

Exploring new product portfolio management decisions: The role of managers' dispositional traits

Product strategy links to new product development (NPD) through new product portfolio management (NPPM). This dynamic decision process addresses the strategy implementation questions of identifying which new product ideas to pursue and their relative priorities. Despite the importance of NPPM in implementing product strategy, firms exhibit substantial performance-affecting differences. We investigate one potential source for such differences by examining the impact of managers' dispositional factors as a possible explanation. Using a case study research method, we examine differences in NPPM strategies and managers' revealed dispositional traits across three divisions of a single conglomerate firm operating in different business-to-business markets. Based on our analysis, we offer propositions relating managers' dispositions to NPPM strategy: analytic cognitive style is associated with balance, ambiguity tolerance is associated with strategic fit, and leadership style is associated with the relative weights applied to each dimension.     

推进天然气组成分析能力验证工作的几点思考

从检测标准、测试样品、运作时间、统计分析和结果评价方法到结果评价,全面分析2010年《CNAS T0475天然气组成分析》能力验证计划执行情况,结合对国外天然气组成分析能力验证计划开展情况的分析研究,找出差距,提出在计划组织、方案制定、测试样品制备、数据评价方面尚有需要进一步提高的建议,为推进我国天然气组成分析能力验证工作的开展,达到与国外水平对话的目标提供思路和措施。