R & D management practices:* chemical industry in Europe

The paper summarizes the results of interviews with R & D managers in forty-three chemical companies in France, Germany, Italy, the Netherlands, Switzerland and the U.K. covering questions concerned with: R & D planning, size and distribution of R & D efforts, organization of R & D and project management. The results are presented in quantitative and qualitative terms, and the differences between various categories of chemical industry and between various national practices are discussed.     

White collar unions in R & D: some UK experience

A survey of 34 UK R & D organizations found that over 60% recognized unions at some level. Many had negotiated full bargaining agreements for particular groups of staff. Although unions came in for plenty of criticism, on the whole organizations which had recognized unions felt far less negatively about them than those which had not. The former were sometimes able to point to specific benefits they had gained from dealing with white collar unions.     

The economics of industrial R & D

The relationship between research and commercial operation is examined in terms of production using a simple Cobb-Douglas production function, where output is expressed in terms of inputs of labour, capital and‘technical progress’. The model was tested in a single company environment by multiple regression analysis of output as the dependent variable on various measures of research, labour and capital. The results of the regression analysis are in full agreement with the model as outlined and the assumption that output is dependent simultaneously on labour, capital and the cumulative research investment.     

Ten years of R & D Management-some major themes: the role of communication in R & D

Fifteen papers on the role of interpersonal communication in R & D appearing in the first ten volumes of R & D Management are reviewed. The conclusions reached by the various contributors on three major themes are compared. The themes are: the relation of communication to performance, the effect of physical separation on communication rate, and the role of communication stars in information transfer. A clear division of opinion emerges on the extent to which managers can impose or create effective communication patterns as distinct from merely being able to stimulate those that already exist. Differences in experimental approach and the existence of methodological gaps prevent any judgment being made between the two viewpoints based only on the evidence in the papers under review.     

Assessment of profiles in R & D: a tool for analysis and development of R & D potential

A study sponsored by the State Committee for Science and Technical Progress of Bulgaria aimed at providing a theoretically sound and easy to apply method for the needs of R & D management on government, organization and team levels, to be used in assessing and managing both present and future R & D potential.
The method draws inferences about R & D potential from the accumulated experience and performance of the researchers, analysed along research topics. A specific 'man-topic unit of analysis helps identify individual researchers, teams and projects' profiles and also helps translate the specific characteristics of R & D work and the requirements for R & D internal effectiveness into the language of R & D management.     

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.     

Communication patterns in small R & D projects

An empirical investigation was carried out on the pattern and role of communication in two ongoing applied research projects in one of the national laboratories of the C. S. I. R., India. The overall objectives of the study were: (1) to investigate the communication pattern and its relationship with parameters like hierarchy, educational status and social relations: (2) to identify ‘technological gatekeepers’ and ‘isolates’ and study their characteristics and roles; (3) to study the role of informal communication vis-à-vis formal communication in problem-solving and idea-generation. In this paper, the first two aspects are discussed: the role of informal communication in problem-solving and idea-generation will be published in a subsequent paper.     

Equitable payment in the R & D function

This paper discusses the problems associated with constructing equitable salary structures for Senior R & D employees. The use of job evaluation and performance appraisal are both considered. It is suggested that the decision band method of job evaluation is particularly useful in this context and a case study of its application within the R & D division of a large manufacturing firm is presented. Job grading and salary structuring in terms of decision-making responsibility are demonstrated. It is argued that the decision band approach assists rational administration of R & D in a number of ways including analysis and, perhaps, restructuring of the function. Methods of rewarding individual performance and measuring career development within R & D are also discussed in terms of the decision band concept.     

Creativity and organization in pharmaceuticals R & D

This paper reviews the results of a study carried out in conjunction with the Chemical and Allied Products Industry Training Board to link internal environmental factors of an organization to measures of creativity in R & D in the pharmaceutical industry. The methods adopted have been described and the preliminary results of the pilot study carried out in one organization in order to develop, refine and test methodology. It is hoped in the future that the techniques developed will be extended to provide comparisons in other organizations in the pharmaceutical industry in order to draw firm conclusions. The paper also sets the study in the context of a brief historical review of other studies in this field. It is concluded that the investigation has evolved a methodology capable of identifying and measuring some facilitatory and inhibitory influences on creativity in an R & D environment, allowing comparisons to be drawn between environmental influences in different parts of the same organization.     

The quality of subjective probabilities of technical success in R & D

Employing various measures for the quality of subjective probabilities of technical success in R & D a detailed analysis of 4 data sets taken from different R & D organizations shows that the probability assessments roughly specify the populations to which R & D projects belong, but are extremely unreliable indicators of the eventual outcome of individual activities. Unintentional errors and conscious biases are identified as accounting for the unsatisfactory quality of subjective probabilities in R & D. Finally, some measures are suggested which might improve the quality of the probability assessments.     

R & D and marketing dialogue in high-tech firms

Based on an empirical study of more than 200 R & D and marketing managers from high-technology companies, we conclude that (1) there is a great deal of consensus between R & D and marketing managers on the relative importance of the areas requiring integrated efforts; (2) companies successful in their new product program achieve a significantly greater degree of R & D marketing integration; (3) company size does not affect the level of integration achieved; and (4) the companies that achieve a high degree of R & D/ marketing integration do so by concentrating on all 19 areas proposed in the article and do not merely focus on a few key areas.     

Basic Motivation and Personality in R & D Management

ABSTRACT The hierarchy of needs and concept of basic motivation proposed by Maslow have been widely accepted for the understanding they provide of management. Recently, a concept of decision style based on Jungian personality types has also been found useful in explaining some aspects of management. In this paper the two concepts are taken together to provide a better understanding of the individual scientist and therefore of research management. This concept of the 'whole person' is used to explain a number of issues. Objective evaluation of proposal benefits is more likely to be advocated by the thinking personality type, and more likely to be accepted by scientists who have fewer security needs. Objective selection procedures appeal to thinking personality types, and the subjective approach is preferred by feeling types. The advantages of both approaches are appreciated by the more creative scientists and administrators. Early adopters of innovation appear to have many of the characteristics of Maslow's self-actualising individuals. The matrix organisational structure is seen to require a degree of self-actualising behaviour in its participants before it will succeed.     

Communication patterns in two UK R & D laboratories

The literature shows that two patterns of communication exist in an R&D environment, one dominated by a project system and the other directly related to distance. A study was made of the communication patterns of two laboratories about to merge. The study was able to show that differences do exist between the two laboratories, mainly because of the geographical differences on the two sites, but overall communication patterns were similar. These patterns showed that the number of communications did drop off with distance but work contacts and a project system override the distance factor.     

Communication patterns in two UK R & D laboratories

Abstract The literature shows that two patterns of communication exist in an R&D environment, one dominated by a project system and the other directly related to distance. A study was made of the communication patterns of two laboratories about to merge. The study was able to show that differences do exist between the two laboratories, mainly because of the geographical differences on the two sites, but overall communication patterns were similar. These patterns showed that the number of communications did drop off with distance but work contacts and a project system override the distance factor.     

A utility approach to R & D decisions

The traditional monetarily based economic model is inadequate as a guide to responsible R & D decisions. Modern utility theory, on the other hand, can incorporate intangible factors and has a value system base. Both techniques are compared via a case example, which results in some social implications of utility based decisions.     

A Kantian Analysis of Pricing and R & D

Review of Industrial Organization - Can cooperation offer an innovative alternative to competition among firms? This design problem is analyzed in the context of Kantian cooperation among firms in...     

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.