Stakeholder analysis for R&D project management

R&D projects affect the interests of different stakeholders in different ways. Understanding the stakeholders and analysing their interests helps in the better management of R&D projects. In this paper we discuss a methodology to systematically analyse the stakeholders of R&D projects. This methodology includes Freeman's (1984) three levels of analysis: rational, process and transactional. Based on these three levels, the stakeholder management capability of an R&D project is determined. The final stage is based on Mitchell et al . (1997) approach to analysing the dynamics of stakeholders. This methodology is illustrated using a New Zealand case relating to a road pricing R&D project.     

Global R&D management

Abstract
Global 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.     

In-house R&D management development — strategy and implementation in a major government R&D agency

Abstract
The paper describes the experiences of CSIR in developing an in-house capability and implementation process of R&D management development programmes. The conceptual approach of the laboratory-based R&D management development programmes is described. Different phases in the process of implementation are presented along with the case studies of recent training programmes in two different laboratories. Some of the key aspects of the training programmes —- successful implementation, relationship with policy-making, and improving R&D performance have been examined. The role of international co-operation in R&D management development is suggested. The paper also discusses the future prospects of R&D management development programmes in the country.     

Top management roles in R&D projects

The 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.     

Decision parameters in global R&D management

This paper addresses the question of which variables have what kind of impact on the decision to locate new R&D facilities in countries different from the home country of a corporation. In the first section of the paper we demonstrate the complexity of this question by referring to empirical research, managerial statements and literature. We then develop a conceptual model for the location decision of international R&D activities. This is based on Porter's (1990) framework of the factors constituting the competitive advantage of nations. In the final section of this paper we show how such a model helps us to understand and also to explain a number of management issues related to global R&D activities.     

Technology as perceived by R&D team leaders: an analysis

The work reported in this paper was carried out as part of a larger study on the uncertainties experienced by R&D scientists and engineers. It pertains to the development of a perceptual measure of technology, and its subsequent application to an R&D work context. Twelve perceptually based characteristics of technology were identified from literature, and formed the basis for a questionnaire. The survey methodology was adopted in this study. Responses to the questionnaire were elicited from sixty leaders of R&D teams belonging to the Telecommunications and Space Technology R&Ds. Analysis of data revealed that while certain characteristics seemed to constitute the 'core' of technology, the dominance of certain others varied between teams from the two R&Ds. This suggests that managerial implications from the perception of technology should be drawn with specific reference to the context. The study outlines some implications for R&D managers based on the profile of technology perception.     

Towards networked R&D management: the R&D approach of Sonera Corporation as an example

In this paper the authors delineate the challenges of a dynamic environment to R&D management. The authors build on most recent ideas, such as the dynamic capability view of the firm, as strategic foundation for modern R&D management. Collaboration is emphasized as a meta-capability for innovation. These ideas are merged into a 'Networked R&D Management' approach that emphasizes internal and external collaboration networks as critical for companies operating in a dynamic business environment. The approach is illustrated with ICT industry as an example. The implementation of Networked R&D Management is reflected in the illustrative case discussion of R&D management of Sonera Corporation.     

Large European manufacturers and the management of R&D

At the end of 1984, for the third consecutive year, a research team from INSEAD administered a survey of the largest manufacturers in Europe. This survey attempts to provide an insight into the technological and manufacturing strategy designed and implemented by these large manufacturers.
Each year since 1982 about 150 companies have completed the questionnaire, and of these 150 replies about one third are repeat answers. The database thus covers about 350 companies. As a consequence this allows us not only to analyse the static picture for a single year, but also to draw a dynamic picture of how thinking about technological and manufacturing strategy is changing within the European Manufacturing Industry.
An analysis of the questionnaire's results allows us to assert some hypotheses about:
a. Changes in the length of the product lifecycle.
b. The importance of process engineering and proprietary process know-how.
c. The interface between manufacturing and research and development as perceived by the manufacturing side.
Since a similar survey is conducted for North America and Japan at the same time, it is possible to posit the European manufacturers vis-à-vis their global competitors for some of these issues.     

Core competencies and the strategic management of R&D

There is an increasing concern amongst R&D managers and their immediate 'customers' and sponsors within companies to have reliable mechanisms to direct R&D simultaneously toward effective rapid innovation and accumulation of long term technological strength. This is leading R&D managers to seek analytical tools to help them identify technologies which have particular significance for competitive advantage, for multiple SBUs, and for longer term strategic positioning, and to manage them in ways which do not leave them at the mercy of business unit strategies, but situate them closer to the core of corporate strategies. This paper conducts an examination of the parallel literature on the idea of core competencies as a new paradigm in corporate strategy and shows that core competencies can be useful focusing devices for assisting in the creation of this linkage between the technological and non-technological aspects of the corporate strategy agenda. Implications are drawn out for: R&D decisions in the areas of shaping strategic research programmes; funding and organisation regimes for R&D and measuring the effectiveness of R&D.     

Applying a system concept to R&D management

The author has long been an advocate of the systems approach to forecasting, particularly in the area of resource allocation. In making a number of seminar presentations to middle and senior management, both in the U. K. and the U. S. A., questions from the floor revealed that systems thinking is not as widespread as had been believed. While the media's past attention to the ‘Limits of Growth’ (Meadows, 1972) has communicated the impossibility of infinite expansion, many decision makers remain unaware of the closed-loop characteristics of the systems in which they work. On the contrary. While activities are often seen as the prime raison d'etre, the nature and origin of the driving force is often mis-interpreted and the modifying feed-back controls completely ignored. This paper, therefore, attempts to show that a basic closed-loop system is the only rational precursor to methodology development for decision making. If this action reveals the genuine system parameters then the researcher may well be performing his most helpful service to the decision maker.     

Online R&D management: the way forward

The development of an intranet system in BT delivered far greater savings in 1996 than was originally estimated. BT decided to look at the advantages of online R&D management processes. Various features of the evolving system are described, including the proposal submission system or project requirements document, and tools and techniques to manage a global virtual laboratory.     

Research findings in strategic management with implications for R&D management

Abstract
The author has reviewed the literature, predominantly North American, on the relationships between corporate strategy and corporate performance.
The general context is the question of where and how a firm should diversify. The author considers three areas of decision: corporate strategy, (where to compete), business strategy, (how to compete), and corporate organization (receptiveness to diversification). It appears that the most advantageous corporate strategy is to diversify into a high-profit area but to maintain a substantial relatedness to existing businesses; the best business strategy is to have a market-related perspective, to use R&D to develop new products with a marked competitive advantage rather than new processes, to minimise investment but to enter the market on a sufficiently large scale. This last condition presupposes a high degree of top-management commitment to the venture. Furthermore, consideration has to be given to whether the organizational culture is such as to nurture rather than stifle the venture by insisting on administrative controls appropriate to the firm's traditional base.
The author points to three areas deserving of further investigation: How a firm in a mature industry can find a related area that is sufficiently attractive; how to fix on the correct scale of an entry taking into account the long lead times before the venture shows a net return; and how to ensure that the corporate culture will be able to accommodate novel interests and procedures.
All the above matters pose questions for the management of technology and the direction of R&D.     

International management of R&D: The Swedish Experience

This paper summarizes the results of in-depth case studies of international R&D management in four Swedish multinational corporations. The results suggest that foreign volumes and shares of R&D expenditures are rapidly increasing. Through a rapidly increasing number of foreign acquisitions, foreign R&D laboratories have been added. As part of international rationalization of production, foreign units have been given global product mandates with responsibility both for manufacturing and R&D. In maturing foreign subsidiaries, routine technical activities have often evolved into proper R&D. Tight labour market conditions for engineers in Sweden have made it increasingly necessary to exploit existing technical capacity, regardless of location.
Concurrently, companies face new pressures for international coordination and control of R&D. Coordination is required to reduce product differentiation, to facilitate technology transfer and to ensure the technical and market compatibility of products and components developed at different locations but sold as part of total systems. Drawing on the experience in the four investigated companies, the paper discusses how systems and procedures can be developed to meet the need for coordinated international R&D management.     

R&D 'programmes-competencies' matrix: analyzing R&D expertise within the firm

The author suggests that the systematic identification of a firm's technologies opens up the possibility of evaluating, protecting, optimizing, enriching and exploiting these technologies to the full. A firm's technologies fall into two parts: those embodied and exploited in current operations and those evolving from the collective competencies of its R&D staff. The author's aim is to evaluate and describe the firm's R&D competencies.
The identification of R&D competencies proceeds in three steps: tracing the background of the current and past programmes, constructing a programmes/competencies matrix, and deriving an expertise profile. The construction of the matrix is the key activity and requires much care in its execution, if competencies are to be properly defined and truly existing, and if it is to be exhaustive. The author sketches a procedure for constructing a matrix and discusses problems of implementation and draws attention to some of its limitations.
The author claims that such an inventory of expertise could improve the efficiency of the use of the R&D resource, identify a laboratory's strengths and weaknesses, direct R&D into hitherto neglected channels, assist individuals to identify and evaluate their own expertise, justify obtaining funding for building expertise in shortage areas. The method should be considered as a starting point to formulate appropriate strategies to gain access to technology.