Methodology for increasing the adoption of R & D project selection models

Although some studies and experiences have shown that R & D project selection models can be potentially useful decision aids, their adoption and routine use is not widespread. This lack of usage may be a consequence of the lack of attention which model builders have traditionally given to the prevailing adoption attitudes of R & D managers. A design methodology centering around the measurement of adoption attitudes has been developed and used by the authors. The methodology consists of procedures for analyzing the organizational climate relative to project selection model usage, developing an acceptable model form relative to the organizational climate, and inducing the adoption of this model form within the climate. Three case applications of the methodology are described in which negative-to-positive shifts in adoption attitudes occurred and project selection models were adopted for long-term use. These results indicate that the use of this general methodology may lead to increased formal adoption and widespread usage of project selection model forms in R & D.     

The application of a research project selection method

This paper describes the application of a linear programming model to project selection and resource allocation problems in two industrial R & D laboratories. Mathematical models have not been widely used in practice because of the inherent uncertainty of research. The model discussed here yields information about the outcome of decisions under conditions of uncertainty. The elements of the model are developed, using simple examples, and the form of the complete model outlined. Benefit evaluation is carried out using probabilistic networks and uncertainty in benefits included by utilizing the concept of certainty equivalence. The use of the model in practical situations is discussed, with examples of the information obtained from the solution, and sensitivity studies to investigate the uncertain environment are described. The result is a flexible model, which produces information necessary for planning purposes and which is acceptable to practising R & D Managers.     

R & D and the company's requirements

Numerous models have been put forward in the literature for the selection and evaluation of projects, many of which are based on optimizing the return on investment by the company in R & D projects. This is a noble aim but in practice the financial data available are often of dubious accuracy and so many other factors are involved in actually adopting a portfolio of selected projects that project selection often becomes a theoretical exercise. It is suggested that the selection of projects is in essence the adoption of a strategy which is within the policy and long-term aims of the company and also within the policy and scientific development of the R & D part of the company. Such a strategy is usually sub-optimum for both the company and the R & D division, as it is a compromise between a desire for high pay-back investments by the company and the maintenance of a scientifically balanced R & D involving some long-term, unknown return, investments. A method is currently being experimented with by Unilever Research which illustrates where conflicts arise between the policy of the main company and that of research, and assists management in arriving at a strategy which most closely fulfils the needs of both policies. Both the concept of the method and its practical use are described in this paper.     

Steady state and portfolio concept in R & D management

This paper describes a new approach for closing the gap between the tools for strategic goal management and operational management in Pharmaceutical R&D. The strategic level may concern with expectation of sales, rising from new products and with total R & D budget. The operational level concerns with project selection, project and multiproject management problems, solution of project related technical problems, determination of the size of the various functions and the functional management. This new method combines the R & D project portfolio management with a steady state concept allowing the attainment of a constant number of projects under development and a continuous full use of the capacity available.     

An R & D planning and control servosystem: A case study*

This paper describes a planning and control system (PACS) to aid R & D decision-making which has been developed and used at the Monsanto Company, St. Louis, Missouri, U.S.A. The planning model portion of the integrated system is a two-dimensional dynamic programming resource allocation algorithm which performs project selection, budgeting and scheduling. Behavioral parameters that can be used to simulate certain organizational factors are included in the planning model. The control model portion of the integrated system develops cost-effectiveness measures of variances between actual and planned performances for ongoing projects over time, which provide early warnings of pending project failures and guide control action. Applications of the system at Monsanto indicate that it significantly aids the development of satisfactory organizational decisions and also provides a laboratory for pretesting decisions.     

R and D Project Selection and Evaluation: A Microcomputer-Based Approach

This 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.     

O.R. in Research and Development—a critical review

In this paper we consider why formalized project selection systems are inappropriate to the difficulties of deciding what should constitute the R & D programme for the National Coal Board. We suggest that mostof these objections would apply to programme planning in any of the major industries generally referred to as ‘the public utilities'. We propose that the area of greatest need for O.R. work in this field is in providing a scenario of the physical characteristics of the industry in the period 10–15 years ahead and to use this scenario to indicate the relative acuteness of the technological problems the industry will face.     

Three-dimensional representation of company business and investigational activities

This paper describes a management aid devised to illustrate the inter-relationships between present company business activities and the investigational activities of the various company R&D functions. It is based on the- construction of a three-dimensional model in which the raw material, process and market parameters are the axes. Use of the model can facilitate project definition and selection in R and D departments and can be extended as a management aid in studies of R & D resource allocation and acquisition studies.     

MVNO services: Policy implications for promoting MVNO diffusion

This study seeks to validate a comprehensive model of consumer acceptance in the context of MVNOs. While the MVNO business model has gained much popularity over the past few years, it shows a sign of drastic decrease. This study uses the unified theory of acceptance and the use of technology (UTAUT) model with constructs from the innovation diffusion theory (IDT) such as compatibility, relative advantage and social influence. Structural equation modeling is used to construct a predictive model of attitudes toward the MVNO services. While the model confirms the classical role of technology adoption factors (i.e., perceived usefulness and ease of use are key antecedents to consumers’ intention), the results also show that users’ intention and usage are influenced by IDT factors. The model brings together extant research on MVNO and provides an important cluster of antecedents to eventual technology acceptance via constructs of behavioral intention to use and to the actual MVNO usage. Policy implications of MVNO are discussed in terms of consumer adoption and market diffusion.     

The boundary relevance of the project manager's job: findings and implications for R & D management

Much of the stress and conflict in the project manager's job can be attributed to the boundary nature of that position. This study explores the relevance of recent developments in organizational role theory for clarification and understanding of the project manager's job. Findings are reported from a study which show that traditional management thought is inadequate for understanding the factors which regulate the project manager's behavior. One must recognize the boundary relevance of the project manager's role in order to avoid organizational or administrative arrangements that would be undesirable for project management. Several implications, which logically follow from the theory and findings on boundary role behavior, are noted for their relevance for R & D management.     

"Forced" Adoption of Innovations in Organizations: Consequences and Implications

Once organizations adopt an innovation, they may force various individuals to use it. While researchers have frequently studied perspectives of suppliers and their customers, they have sometimes neglected the important roles of those who must use the innovation when it is provided to them. S. Ram and Hyung-Shik Jung report results of their investigation of organizational members' responses when they are forced to adopt an innovation. The results suggest that even innovative individuals resist the innovation in the context of forced adoption. Product trial and repetitive usage significantly reduce innovation resistance and create favorable post-adoption evaluation (attitude and satisfaction judgments). Individuals who perceive themselves to have technical competence offer less resistance to the innovation. Further, organizational members deal with forced adoption through the use of coping mechanisms such as complaining and seeking peer help.     

Project selection in Post Office telecommunications R&D

In an industry in which the benefits of R & D are often difficult to quantify, numerate processes for the selection of projects and portfolios are of limited usefulness. The processes that are used provide formal means, necessary in a large organization, to enable managerial judgment at an appropriate level to be applied to both project selection and the balance of the portfolios.     

Applications of computers in R & D management

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described. This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report ‘Computers as Aids to R & D Management’ was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.     

The organizational implications of implementing key account management: A case-based examination

Most companies struggle in the effort to become more customer-centric. A typical example of customer-centric change initiative is adoption of a key account management (KAM) program. Companies are increasingly adopting such programs, but knowledge of how to successfully manage the organizational change required to implement them is extremely limited. Our goal in this study was to use case study methodology in order to develop a comprehensive understanding of organizational issues that firms need to consider when implementing a KAM program. We accordingly describe, using as our observational lens a well-established framework (the 7S model), how a multinational company adopted a KAM program in a local branch. We argue, on the basis of our review of the literature on KAM adoption and on change management in sales organizations, that the 7S model can be used to meaningfully synthesize both processes. Using the 7S model, we describe and interpret the change management project the company followed in order to implement the KAM program. Based on this we present some key learnings from the case, accompanied by a conceptual model and a checklist, advanced to help academics and executives better understand how to investigate and manage KAM adoption programs.     

Project selection by scoring for a large R&D organisation in a developing country

A project selection method has been derived for the R&D Division of an electrical equipment manufacturer in a developing country. In the method, a scoring model is used to select and rank projects which have a wide range of objectives and characteristics. The criteria used for selection relate specifically to the organisation's needs and culture, and they are weighted according to their relative importance as perceived by executives. The results of the study indicate the research culture of the R&D Division and reflect its environment. As such the paper illustrates a methodology which can be universally applied to large R&D organisations in developing or developed countries.     

能源工程企业的国际化发展路径剖析

通过整理7家典型的国际型能源工程公司的国际化发展大事记,分析这些公司国际化发展的路径,研究能源工程企业国际化发展在市场选择、产品/服务提供、国际化方式、商业模式、组织结构、资源配置等方面的演变过程,归纳出能源工程企业国际化发展的一般规律.以海外机构的组织设计形式为主要依据,将能源工程企业的国际化分为萌芽阶段、初始阶段、成长阶段、成熟阶段四个阶段,从组织设计、国际化方式、市场选择、商业模式、产品/服务提供、资源配置六个维度,总结能源工程公司在各阶段的主要特征.目前我国能源工程企业基本上处在国际化发展的萌芽或初始阶段,在实施国际化发展战略时,应该选择能源工程企业国际化早期的发展模式;宜采取海外项目承揽和国际合作的方式,要重点考虑分包和联合投标的商业模式;应将海外目标市场定位于容易进入的机会市场,重点是关系友好国家市场.     

A company model for research and development

A company model is presented which may be used to assess the effecton future company performance of the level of investment in research and development. A distinctive feature of the model is the postulation of research return curve which relates the available return on potential new capital investments to the amountof capital invested and the size of a research pool. The latter is related to past R & D expenditure. It is shown how the research return curve may be adjusted to represent different types of industry and how a suitable form for this curve may be derived from company records. Examples are given of the use of the model for sensitivity and optimization studies.     

A simple model of R & D project dynamics

A simple dynamic model is developed that describes some of the important aspects of research and development projects. Its purpose is illustration of the applicability of dynamic modelling to understanding the key factors affecting R & D performance. The model recognizes the differences among real, perceived, and reported progress on the job. It also includes the effect of schedule pressures on productivity. Simulation results are presented that, among other things, illustrate the trade-off between meeting schedule and maintaining organizational stability, the effects of rapid problem detection and response, and the difficulties due to the intangible nature of R & D progress.     

The selection and evaluation of word processing equipment in a research organization

. This paper is concerned with the selection, evaluation and subsequent implementation of shared logic word processing equipment in an R & D environment. The authors formed a multidisciplinary team in order to carry out the project from the stages of problem definition to final evaluation in all its aspects of the chosen equipment.