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.     

Communication between R&D and its customers — a study of BT Laboratories

Aspects of communications between people working in R&D laboratories and their customers in the operating divisions of a company have been analysed, based on a series of in-depth interviews with people working in British Telecommunications plc (BT) Laboratories. Formal and informal communication channels interact to some extent, and their use is affected substantially by the type of customer for a particular project. Senior managers use informal networks to a greater extent than managers at lower levels, and are more likely to communicate about process rather than project matters.     

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.     

Organization–stakeholder fit: A dynamic theory of cooperation,compromise, and conflict between an organization and its stakeholders

Research Summary : We advance the concept of organization–stakeholder fit (O–S fit) to explain cooperative behavior between an organization and its stakeholders. O–S fit describes the compatibility that exists between an organization and a stakeholder when their characteristics are well matched. We highlight two dimensions of O–S fit: value congruence, or the supplementary fit of organizational and stakeholder values, and strategic complementarity, or the complementary fit of strategic needs and resources. For each dimension, we detail the unique relational factors—including core elements of trust, predictability, attraction/exchange, and communication—that motivate cooperation. We then explicate the ways in which value congruence and strategic complementarity dynamically interrelate over time. Finally, we consider how organization‐stakeholder misfit may result in alternative relational behaviors, such as conflict or compromise. Managerial Summary : We develop a new way of thinking about the relationship between organizations and stakeholders. Recognizing that positive relationships require a degree of fit or compatibility, we argue that cooperative behavior between an organization and its stakeholders is maximized when relational partners share both core values and strategic priorities. We explain that high fit along these two dimensions increases trust, relational predictability, attraction/exchange, and communication. We also describe how positive relationships might be formed with fit along only one dimension, and how negative relationships might result in the presence of misfit. Ultimately, we suggest that managers who want to foster positive relationships with stakeholders should concentrate on aligning their values and priorities, rather than simply concentrating on one or the other.     

Relationships of channel power, noncoercive influence strategies, climate, and solidarity: A real case study of the Taiwanese PDA industry

The management of channel relations has a significant impact on a firm's operational competitiveness; however, there is a lack of published research to better understand the linkages between channel relationships and channel power, noncoercive influence strategies, as well as channel climate and channel solidarity. This paper develops a model showing the linkages among these dimensions of channel relationships. Using linear structural relations (LISREL), a model of the Taiwanese personal digital assistant industry is developed to illustrate these interactions. The corresponding empirical test results indicate that channel climate has a significant impact on channel solidarity; however, this impact may be mitigated by both channel power and the use of noncoercive influence strategies. In addition, both mutual trust among channel members and continuity of the relationship have a positive influence on channel solidarity. Channel members with relatively more power appear able to determine the degree of channel solidarity through the use of effective noncoercive influence strategies.     

Modeling the factors affecting rural consumers’ purchase of organic and free-range produce: A case study of consumers’ from the Island of Arran in Scotland,UK

This paper investigates the roles of personal, product related and economic factors in predicting rural consumers’ attitudes and purchase intentions towards organic and free-range produce. A conceptual model is derived and tested via structural equation modeling on a sample of 222 rural consumers. The results show that attitude is explained by consumers’ food safety concern, ethical lifestyle and price perceptions. Attitude partially mediates the effects of ethical lifestyle and price on intention to purchase organic produce as well as the effect of ethical lifestyle on intention to purchase free-range produce. Attitude assumes a more central role in fully mediating the effect of food safety concern on intention to purchase organic produce, as well as the effect of price on intention to purchase free-range produce. Overall the conceptual model of consumer decision making performs well in both organic and free-range contexts yielding similar results.