Career orientations of R&D professionals in Korea

This study empirically examined the relationships between career orientations of R&D professionals in Korea and other personal characteristics such as demographic factors, work-related outcomes, and reward preferences. The results, based on the survey about 1,240 technical people in 15 R&D organizations, revealed five distinctive and independent career orientations: technical, manager, project, technical transfer, and entrepreneurial orientations. The career orientations of R&D professionals are found to be different between private and public sectors and to be associated with their education level and organizational tenure. It is also observed that R&D professionals with different career orientations exhibit different work-related outcomes and reward preferences. For instance, technical-oriented professionals tend to be more educated, to exhibit better job attitudes and technical performances, and to favor professional rewards. While those with manager and transfer orientations are longer-tenured, have more positive job attitudes but lower technical performances, and prefer social status and prestige and career rewards in their organization. Both project- and entrepreneur-oriented professionals exhibit a less positive attitude toward their organizations, but seek different reward schemes: the former pursues challenging R&D projects with autonomy and the latter favors financial returns. Finally, the implications of these findings for managing careers of R&D professionals are discussed.     

The dual ladder: motivational solution or managerial delusion?

The 'Dual Ladder' reward system has been used for years by industry as an incentive system to motivate technical performance. Its effectiveness has been called into question on many occasions. The paper will report the results of a survey of nearly 1,500 engineers and scientists in nine U.S. organizations. In this survey, engineers were asked to indicate their career preferences in terms of increasing managerial responsibility, technical ladder advancement or more interesting technical work. Responses indicate marked age-dependent differences in response, particularly a strong increase in the proportion preferring more interesting project work over either form of advancement.
Conversations which one of the authors has had recently with managers of the thirteenth company question its status as an exception.     

Climbing the Ladder: Gender‐Specific Career Advancement in Financial Services and the Influence of Flexible Work‐Time Arrangements

The aim of this study is to gain insight into the gender‐specific career advancement of about 10,000 middle‐ and top‐level managers in a Dutch financial services company. Our results indicate that women earn less, work at lower job levels, but show slightly higher career mobility than men. However, working a compressed four‐day nine‐hours‐a‐day workweek turns out to be favourable for women who are ‘rewarded’ for working full time, whereas men are ‘penalized’ for not working five days a week. Introducing this form of flexibility into a predominantly masculine organizational culture offers new opportunities for career advancement, albeit solely for women.     

Knowledge management capabilities in R&D: a UK‐‐Japan company comparison

This paper uses a 'knowledge‐based' approach to compare the management of R&D in two leading chemicals companies, one British (ICI plc) and one Japanese. It describes key differences in the ways they integrate the 'near‐market' knowledge of business units and the scientific knowledge and technical expertise of R&D personnel in central R&D facilities. It shows that the same management practices that underpin superior 'integrative capabilities' in the Japanese firm, including central funding of R&D, job‐rotation and career structures and multidisciplinary project teams, also result in significant R&D weaknesses. The comparison demonstrates that different organisational mechanisms are needed to support (1) the development and (2) the leveraging of specialist knowledge within different innovation contexts . Firms must be able to strike a balance between integrative and specialist capabilities to get the most from their R&D. Moreover, the above characteristics which underpin these capabilities are often 'embedded' in the broader organisation making them difficult to emulate when they represent 'best‐practice' but also making them difficult to change in response to new threats and opportunities.     

Career orientations of software developers in a sample of high tech companies

The career orientations of software developers in 11 high technology companies of different sizes were studied. It was found that the proportion wanting a managerial career was higher than might be expected (34%) and increased with organisational size. Approximately 25% wanted advancement in a technical career, and this remained the same in organisations of different sizes. The same proportion wanted to start up their own company, but this decreased substantially with organisational size. The group wanting a project-based career was the smallest, at 15%, and this varied slightly with organisational size. The four groups showed differences in their ideal job characteristics, organisational versus technical orientation and expected tenure. The extent to which they actually expected to satisfy their career preference varied dramatically, with the great majority of managerially-oriented expecting to actually be managers, but the majority wanting to start their own company not expecting to actually do so. The small high technology company has become an important, almost mythical, component of popular and academic folklore. As Beyer says, the “prevailing wisdom from both lay people and researchers who have been around them says that these firms are somehow different” (Beyer, 1985, p. 483). Within such organisations, the software developer or computer hack has similarly developed a particular aura. As one commentator puts it, “the stereotyped image of the community of programmers is … of a collection of single-minded nerds possessing no interest in life outside the digital realm” (Sandberg-Diment, 1986, p.C3). In spite of the interest in both the nature of such companies and such employees, there has been very little empirical data collected (Turbin and Rosse, 1988, p.17) to substantiate the folklore. In particular there has been an almost complete absence of rigorous academic enquiry into what the individuals choosing to work in this type of company are really like, or what their work needs actually are. The present paper is aimed at filling some of this gap, by addressing the issue of what type of career path software developers in high tech companies want.     

Optimal exploration investments under price and geological‐technical uncertainty: a real options model

This article develops a real options model for valuing natural resource exploration investments (e.g. oil or copper) when there is joint price and geological‐technical uncertainty. After a successful several‐stage exploration phase, there is a development investment and an extraction phase. All phases are optimized contingent on price and geological‐technical uncertainty.
Several real options are considered. There are flexible investment schedules for all exploration stages and a timing option for the development investment. Once the mine is developed, there are closure, opening and abandonment options for the extraction phase. Our model maintains a relatively simple valuation structure by collapsing price and geological‐technical uncertainty into a one‐factor model.
We apply the model to a copper exploration prospect and find that a significant fraction of total project value is due to the operational, development and exploration options available to project managers.     

Women,work and Web 2.0: a case study

This article examines the opportunities and obstacles facing female information technology (IT) professionals holding ‘hybrid’ or ‘mixed skill’ positions in the Web 2.0 era. The author presents data from a case study to argue that choices of career pathways, technical skill set, age and experience are factors that affect career progression and job satisfaction in a masculinist culture of computing.     

The threat of organizational downsizing on the innovative propensity of R&D professionals

Downsizings, re‐engineering, and restructuring continue to be strategic initiatives employed by the management of US companies. Although the lay‐offs that result from these activities have yielded some short‐term benefits for companies, over the long term, the ability of the firm to innovate new products and processes may be compromised.
In this article four antecedent variables of individual innovation are identified: a willingness to take risks, a willingness to make suggestions, the degree to which one is motivated by the job, and the degree to which one is motivated by fear. A model is developed and hypotheses proposed to test the effect of the threat of downsizings on these four factors. The results of our study revealed that these threats have a significant effect on all four factors in a direction which is detrimental to the propensity of R&D professionals to be innovative.
The article concludes with suggestions for R&D managers in a downsizing environment to foster the innovation process at the individual level.     

Exit,Voice and Loyalty Reactions to Job Insecurity in Sweden: Do Unionized and Non‐unionized Employees Differ?

Although job insecurity has received growing recognition in connection with the transformation of working life, little is known about how unionization affects its consequences. Data from Swedish health care employees indicate that job insecurity is related primarily to coping strategies in the exit and voice domains. Union members were less inclined to make use of the exit and voice options compared with their non‐unionized co‐workers, and more typically expressed loyalty to the organization. The collective support derived from union membership may make individual voice expressions less important, a finding that has to be replicated in countries with lower unionization rates.     

R&D as a business – what are the implications for performance measurement?

There have been considerable changes in the way that Research and Development (R&D) has been managed over recent years, many of which have been influenced by the external environment. These have been discussed in a number of publications with much of the debate centring around the movement from the so‐called first generation to fifth generation models of R&D management.
What has not been debated to the same extent are the implications of recent and likely future trends in R&D management for the way performance is, and should be, measured. In this paper we focus on these implications, drawing upon both the existing literature on performance measurement (PM) in R&D and our own research into organisations which have chosen to move towards a more profit‐centred approach to the management of their technical resources.
Finally, we present and discuss the findings of our review, which indicate that although there are common features, some differences, requiring careful consideration by management, can be identified when movement from a cost‐ to a profit‐centred approach occurs.     

R&D professionals' reactions to the career plateau: Mediating effects of supervisory behaviours and job characteristics

A career plateau is defined as that point in a person's career which represents a cessation of both lateral and upward movement between jobs. The present study elaborates the idea that a fuller understanding of individual reactions to the career plateau can be achieved by considering supervisory behaviours and job characteristics as variables transmitting the influence of career plateauing to behavioural and attitudinal reaction measures. It is suggested that supervisors invest less attention and resources in plateaued employees and that plateaued employees are assigned to jobs with less motivating potential. Analyses of questionnaire data from 618 R&D professionals in 11 large West German firms show that there are significant differences between plateaued R&D professionals (i. e. those subjects with at least 10 years of job tenure) and a nonplateaued comparison group (i. e. respondents with not more than 6 years of job tenure) controlling for age as a potential confounding influence. Specifically, plateaued R&D professionals indicate less working hours, to be less satisfied with their career and their work, to be less involved in their work, and they tend to produce less publications and patents per year of company tenure. Furthermore, considerable differences are found between one's immediate supervisor's behaviours (e. g. provision of job-related performance feedback) reported by plateaued professionals and their non-plateaued counterparts. However, even after controlling the mediating effects of supervisory behaviours and job characteristics variables plateauing still had a small, but significant detrimental effect on 3 out of 6 reaction measures. Implications are outlined for organizational career management activities.     

A framework, process and tool for managing technology‐based assets

Technology organisations centre their business on the development of new technology‐based offerings (i.e. products and services). The strategic management of technology‐based assets is therefore crucial for these organisations as an imperative for business success. However, these assets are often intangible and reflect future rather than current value and are therefore difficult to manage when using traditional managerial concepts. This study investigates integrative mechanisms addressing the management of technology‐based assets and offerings in a technology organisation. The approach taken was to study the views and practices regarding the management of technology‐based assets in a number of strategic units of a technology organisation (CSIR, South Africa). The study maintains that the management of technology‐based assets and offerings requires clear strategic management of the process of technological innovation with special emphasis on the management of the intellectual capital (IC) and the intellectual property (IP) of the organisation. The study describes a framework linking the core processes supporting the management of technology‐based assets and offerings with other organisational elements such as leadership, strategy, and culture. Specific key links between the core process of innovation and the strategic management of investment in technology‐based assets using a portfolio approach are discussed.     

How Canon and Sony Drive Product Innovation Through Networking and Application-Focused R&D

To ensure the ongoing vitality of a company's product offerings, R&D professionals must play a daunting array of roles. The already rapid, yet still accelerating, pace of technological change may lead some companies to devote more resources to intensive internal research efforts. However, the shift toward global competition demands a more market-oriented focus from R&D; clear understanding of current and potential markets must drive R&D efforts. And efficient, cost-effective manufacturing of new products requires an R&D organization that understands and interacts effectively with the production department. How does a company create an environment in which its R&D organization comprises market-savvy, production-friendly experts in diverse technologies? With case studies of R&D efforts at Canon and Sony, Sigvald Harryson identifies and illustrates the key mechanisms that these companies use to foster product innovation. His examples show how Canon and Sony use a combination of external and internal networking mechanisms to identify and acquire key technologies and related skills, gain market knowledge, improve the results of internal R&D efforts, and ensure the successful transfer of these results to efficient production processes. He identifies four key mechanisms underlying successful product innovation at Canon and Sony: strategic training and job rotation for engineers, application-driven R&D, direct transfer of development teams from R&D to production, and extensive networking with external centers of excellence and key suppliers. At Canon, the initial training program for all researchers and engineers begins with three months of work on a production line. Sony's new researchers and development engineers spend one month in production. Both companies also give their new R&D professionals three months of training in sales and marketing. The emphasis on market-driven research at both companies means that researchers have identified some commercial application for almost every initial research proposal that gains approval. Neither company treats research as a long-term assignment; almost all engineers at both companies eventually move from the labs to production. And rather than viewing this job rotation strategy as a drain on the technological expertise in their labs, both companies rely on strong external networks with key suppliers and university-based researchers as important sources for acquiring new technologies and the competencies needed to support them.     

Employee share ownership and job attitudes: The effects of share sale

Although the association between employee share ownership and job attitudes has been documented in the literature, little attention has been paid to the association with share sale. This study uses discriminant analysis, based on selected job attitudes, to generate a function to distinguish between employees who were or were not shareholders in a large financial institution. The discriminant function was then used to classify those employees who had been shareholders but who had subsequently sold their shares. The evidence indicated that those who had sold their shares had similar job attitudes to existing shareholders and dramatically different job attitudes from those who had never purchased shares. Conjectural insights are offered into the original effect of share purchase on job attitudes.     

Career paths, technological obsolescence and skill formation: R&D staff in Britain and Japan

This paper examines how scientists and engineers working in industrial R&D cope with the pressures of business and technological change and develop their careers. The data is drawn from a survey of nearly 1000 R&D staff working in large industrial corporations in Britain and Japan. Cross national comparisons are used to explore similarities and differences in coping strategies and in the human resource management challenges for companies. Particular attention is given to the problems of potential mismatch between RBD staff career orientations and available career opportunities.     

An International Investigation of Problem‐Solving Performance in the Semiconductor Industry*

Using a unique survey of engineers in major semiconductor companies located in Japan, South Korea, and the United States, this article analyzes how a firm's human resource (HR) system (i.e., practices that structure work, develop skills, and reward performance) and knowledge system (i.e., information access, sharing and control) are related to the problem‐solving performance of engineers. Because of the short product market life cycles in the semiconductor industry, expeditious problem solving is an important performance goal. Therefore, this article examines the performance of engineers in terms of the time it takes them to solve problems in the context of their firms' HR and knowledge systems. It was anticipated during this study that externally oriented organizational systems, which support individual career performance and mobility (an externally oriented HR system) and the use of private knowledge sources (an externally oriented knowledge system), would be associated with superior performance in terms of problem‐solving speed. The findings support this hypothesis and demonstrate the importance of externally oriented HR systems and at the same time suggest the surprising insignificance of the orientation of the knowledge systems. These findings are applicable to engineers in the sample from the United States, whereas the findings for the Korean and Japanese engineers are inconclusive. International variation is found where the U.S. engineers work under the most externally oriented and the Japanese engineers under the least externally oriented systems, and the Korean engineers fall in between. The findings of this article suggest that when constructing a work environment for new product development, managers should take into account how the underlying components of their organizational systems contribute to an internal or external focus, and how this orientation may influence performance.     

Science parks in Sweden – industrial renewal and development?

Science parks provide an important resource network for new technology‐based firms (NTBFs). To ascertain the 'added value' of a science park location the innovativeness of independent technology‐based science park firms are compared with the levels recorded by a comparable group of firms not located on a park. The hypotheses are empirically tested on the basis of 263 new technology‐based firms in Sweden located both on and off‐park. The survey endeavoured to cover joint‐stock firms located on the nine target science parks (163 firms). The remainder of the NTBFs were drawn from off‐park locations (100 firms). The findings on science parks performance suggest that the parks milieu appear to have a positive impact on their firms growth as measured in terms of sales and jobs. However, there was no evidence of a direct relationship between science park location and profitability. While this research provided several new insights into science parks in Sweden, numerous questions remain.     

The combined effects of positive and negative affect on job satisfaction and counterproductive work behavior

Management researchers have paid more attention to the role of affect in the workplace in the last two to three decades. While it is clear that positive affect (PA) and negative affect (NA) should be associated with positive and negative employee attitudes and behaviors, respectively, we know little about their combined effects. In this study, we provide preliminary evidence concerning the potential complexity of the interplay between PA and NA in affecting job satisfaction and counterproductive work behaviors (CWB). Results of polynomial regression analyses from a sample of 216 employees showed that congruence of PA and NA at high level leads to the higher level of job satisfaction and CWB than they are congruent at low level. For incongruence situations, PA higher than NA leads to higher level of job satisfaction and a lower level of CWB than when NA is higher than PA. Theoretical implications, limitations and future directions are discussed.

     

Why and how knowledge sharing matters for R&D engineers

This research explored how and why knowledge sharing matters for R&D engineers by investigating the effects of knowledge sharing on R&D engineer's job performance and job satisfaction. Based on multilevel data of 242 R&D engineers from 55 teams, the results showed that the relationships between knowledge sharing and R&D engineer's job performance/satisfaction were mediated through individual learning and self-efficacy. Individual learning was a necessary step for knowledge sharing to transform into individual knowledge, which in turn enhanced individual level outcomes. At the same time, individual learning enhanced self-efficacy, which subsequently benefited R&D engineer's job performance and job satisfaction. Finally, individual learning was found to be strongly related to individual job satisfaction.     

强化图书馆员职业道德意识 不断提高服务质量

图书馆是传播精神文明的地方,图书馆工作人员的态度与价值取向,直接决定着一个人的工作行为和敬业程度,只有图书馆员的职业道德加强了,有了明确的工作方向和严谨的工作作风,才能把图书馆的工作做好。