The relationship between scientists and other decision-makers†

The paper deals with the relationship between scientists and other types of decision-maker. The author, basing his analysis on a schema devised by Paterson, distinguishes four types of authority—structural, sapiential, personal and moral. He discusses the various kinds of R&D decision-making levels and the authority appropriate to them and gives examples of where each may be exerted in an organisation. No form is effective unless it is accepted by all members of the relationship; sometimes dysfunctioning occurs because of inappropriate use of a particular form, a situation likely to occur in R&D where a high degree of specialised knowledge can be applied at hierarchical levels which may have somewhat restricted structural authority. He gives advice on how clashes of the different kinds of authority could be avoided. His overall conclusion is that the management of professionals could be effected more smoothly if all involved had a more complete understanding of the interplay between the types of authority.     

Reshaping European metrology research – the role of national research managers

This paper deals with the role of research and development (R&D) managers in shaping the landscape of public research in Europe. These R&D managers work in the sphere of public research within national government laboratory services. The case we present is of the reconfiguration of metrology research. Metrology is the science of measurement. We examine why scientists and research managers in nationally embedded institutes, which are performing R&D in support of national policy and local industry needs, have chosen to co‐operate in a shared research programme. This means giving up, in part, their national sovereignty over funds and decision making. Furthermore, we examine how they have achieved the shared programme, which was launched as a European Commission (EC) programme through the Article 185 ¹ initiative, which allows the European Union to participate in research programmes undertaken jointly by several Member States.     

An investigation into the roles of open innovation collaboration managers

The concept of open innovation has gained traction among practitioners and academics. Many different aspects of open innovation have been researched, but the question of how to manage open innovation collaboration in order to achieve the desired knowledge flow across organizational boundaries remains only partly answered. Consequently, this article argues for the need to complement prior firm-centric perspectives by investigating the roles of senior management in the postmodern form of organizing that characterizes open innovation collaboration. A more in-depth understanding of managerial roles in this context can increase the chances of fruitful collaboration. Thus, the article uses an inductive, interview-based approach to explore senior management roles in two institutionalized open innovation collaborations, thereby creating an initial conceptualization of the role of managers in open innovation and forming a basis for further studies on open innovation management. In this respect, the article identifies and discusses additional managerial roles that appear to be crucial for open innovation collaborations. These roles are those of a facilitator, tactician, and sensegiver.     

The work motivation of research scientists and its effect on research performance

This research examines the work motivation profile of research scientists and the effect of work motivation on research performance. A sample of United Kingdom‐based research scientists (N = 405) working in the chemical, biological and biomedical research domains took part in the study. Participants completed a survey based measure of motivational sources and self‐report research performance evaluation. The motivational sources of internal self‐concept motivation and instrumental motivation were found to be the strongest and weakest respectively for research scientists. External self‐concept motivation was found to be significantly higher among younger scientists. No gender differences were found in the motivational profile of scientists. While controlling for the influences of age and gender, internal self‐concept motivation was found to have a significant positive effect on research performance, and instrumental motivation was found to have a significant negative effect on research performance. Consistent with prior research, differences in research performance across age and gender were also identified. The implications of these findings for our understanding of the effective management of scientific research are discussed.     

Project team aging and performance: The roles of project and functional managers

The authors have explored further the effect of the tenure of an R&D group (that is, the length of time in which it has existed) on its performance. Several studies have shown that groups tend to reach a peak of productivity after a few years and decline thereafter. However, it seems that not all teams so decline and the aim of the authors' study reported in this paper was to see what could be learned from those groups that continued to be successful.
They therefore studied a sample of 181 teams comprising 2000 subjects drawn from a wide variety of R&D organizations. Their objectives were first to pick out those teams that remained effective and second, to discover the secret of their success. Group performances were assessed subjectively by senior members of each organization. Group tenures were measured by calculating the average time each individual member had spent in the group. Further information was obtained from questionnaires completed by participants.
Analysis of the results led to the surprising conclusion that there was no evidence whatever for the previously reported curvilinear relationship between performance and tenure. Nevertheless, some long-tenured teams per-formed much better than others and better than newly-formed teams, for which the authors have sought an explanation.
From information deduced from the questionnaires they conclude that the crucial factor is the extent to which the functional manager (department head) as distinct from the project manager nurtures individual researchers, especially in ensuring that they keep abreast of progress in relevant areas of expertise. The role of the project manager on the other hand is to maintain connection between the team and institutional objectives.     

Investigating differences among research projects and implications for managers

As research and innovation have become central to the economy, the challenge of managing these activities has taken on greater importance. Studies have focused on the impact of organizational variables on research activities, such as work environment, human resource factors, and managerial practices. But little attention has been paid to the effect of differences among types of research projects. While the notion that differences exist among research projects is acknowledged, particularly in the research & development portfolio literature, there have been relatively few studies into the dimensions by which research projects, and needs of project team members, differ. Further, there is little recognition that these differences translate into the need for different research project management practices. The objective of this paper is to investigate differences among research projects along three dimensions, amount of funding, complexity of project teams, and research orientation. These dimensions are selected because of their central theoretical importance in the organizational literature, as well as posing a number of different challenges for research management. This study looked at 18 research projects at a national laboratory and analyzed the responses of project members to a comprehensive research environment survey conducted in 2001. The results of the analysis indicate that there are significant differences between types of projects along three dimensions and suggest ways that research performance can be improved through management intervention.     

How can we predict management potential in research scientists?

The success of an R&D operation depends on selecting the right speciailists to occupy management positions. Errors of selection mostly arise because the choice is made on the basis of the candidate's current performance as a scientist or technologist. However, the author makes the point that persons likely to make good Rand D managers differ qualitatively from good researchers. Good scientists adopt an innovative, unconstrained, independent approach to their work, have high self-esteem, are not much interested in people and, above all, prize technical soundness. R&D managers are interested in people, active, enterprising and want to manage.
The organization's problem is therefore to find reliable ways of predicting management potential with sufficient but not exclusive regard to current performance. The author recommends the use of a Career Aspirations Programme, based on exposure to the processes operating in an Assessment Centre. This is a systematic procedure using an array of personnel evaluation techniques through which a person is made aware of the demands of a management job and managers made aware of the likelihood of that person's meeting them.
At the end of the process a course of personal development is agreed upon. In concrete terms this means for the potential manager that promotion may follow. Especially important if the verdict is that he or she is to continue as a technical specialist, the job may be re-designed to give it more scope and impact, or the person concerned may be retrained or placed under the care of a senior colleague acting as a mentor.     

浅谈土的特性与试验

土的分类及渗透变形研究是解决水利工程中边坡与基础稳定的基础工作。在水利水电工程建设中,科学试验是理论分析和工程验证的基础也是最关键的环节。     

PDCA循环在科研项目中的应用

介绍了ISO9000族标准的"过程方法"及PDCA循环,将PDCA循环贯穿于科研项目运行全过程,确保项目执行的每道环节、每个步骤、各个阶段按要求严格进行质量管理,从而达到"优良成果"的最终目的。并以"跨流域长距离引调水工程系统风险分析和安全保障关键技术研究"项目为例,介绍了PDCA循环方法在科研项目中的应用。     

Profiling leading scientists in nanobiomedical science: interdisciplinarity and potential leading indicators of research directions

Nanobiomedical science is a promising area in the application of nanotechnology. This paper profiles a group of 21 leading scientists in nanobiomedicine based on high publication rate and high citations. Comparisons with other researchers indicate that the leaders publish more in high impact journals and collaborate more extensively (team science). They reside most heavily in the United States and Western Europe. We compare their research publications using multiple indicators–Integration, Specialization and a Multidisciplinary Index. Relations among interdisciplinarity indicators generated support a three‐factor model based on principles of diversity. We locate this research among the disciplines using science overlay mapping. Key term analyses, based on keywords and on natural language processing help profile the research emphases of these leading researchers. Such results could serve as leading indicators to help identify directions of future nanobio development.     

Critical issues facing R&D managers in China

R&D managers in China experienced significant changes in the past decade, in particular because of Government policies of economic reform and opening to the outside world. These developments have brought about a number of rather specific R&D management issues and problems. The paper addresses the main problems faced by R&D managers in China. First, the current situation of R&D management in China is discussed, as well as the future developments. The paper then presents a case study of the CISRI (Central Iron & Steel Research Institute), a large comprehensive R&D organisation in Beijing. The analysis leads to the critical issues in CISRI's R&D management. After that, a further investigation is described into the trends of Chinese R&D management. The outcomes described focus on the future of R&D management in China as well as on the integration of Western R&D management theory in China. The paper concludes with the major issues and recommendations for the further development of R&D management in China.     

The implications of research on the R&D manager's role to the selection and training of scientists and engineers for management

A methodology for improving the process of selection and development of scientists and engineers for management is presented. This involves (1) specifying the R&D management role in terms of both behavior and style; (2) utilizing such a specification to estimate ‘probabilities of trainability’ and (3) employing the probabilities as criteria for the allocation of resources among managerial selection efforts versus training and development.     

制药企业的科研机构管理特点与新思路

目的浅析制药企业科研机构的管理在整个研发工作中的重要性,并提出切实可行的改进办法。方法本文通过分析制药企业科研机构管理的功能及特点,从满足科研人员差异化需求的角度入手,并结合作者自身工作实践,提出制药企业科研机构管理的新思路。结果与结论制药企业科研机构的管理工作应同科研工作一样不断进步、不断创新。     

Postgraduate scientists and R&D: the role of reputation in organisational choice

This paper reports on a series of interviews with postgraduate scientists in a number of UK universities. The interviews were designed to investigate the attitude of young scientists to employment in the pharmaceutical industry. The sample consisted of postgraduates in the biological sciences and included a broad cross-section of universities. The primary objective was to ascertain each student's ideal employer and to establish the role organisational reputation played in that choice. Students not intending to seek employment in commercial R&D were asked to explain why they had made that decision. The research established that knowledge of potential employers in the pharmaceutical industry was concentrated on two major companies, ICI and Glaxo. Students not considering the pharmaceutical industry indicated that lack of academic freedom was their major concern.     

The effects of emotional intelligence on job performance and life satisfaction for the research and development scientists in China

To demonstrate the utility of the emotional intelligence (EI) construct in organizational studies, this study focuses on the effect of EI on job performance among research and development scientists in China. We argue that EI is a significant predictor of job performance beyond the effect of the General Mental Ability (GMA) battery on performance. This predictor effect is supported by results on a study of research and development scientists working for a large computer company in China. Our results also show that a self-reported EI scale developed for Chinese respondents, the WLEIS, is a better predictor of job performance than the scale developed in the U.S., the MSCEIT. Implications of the findings are discussed.

Problems faced by R&D managers in Canadian federal government laboratories

The paper conducts a critical review of the problems faced by middle to first-line managers in managing R&D in Canadian government laboratories. The data come from the published literature, interviews with R&D managers, and information obtained from government employees undergoing training as R&D managers.
The problems are numerous and serious. They arise from a multiplicity of causes related to underfunding and bureaucratic management practices that do not allow for the special nature of R&D. Hiring freezes, staff reductions, travel restrictions and reductions in training budgets are all consequences of underfunding, resulting in an aging workforce and technological obsolescence. Bureaucratic administration rules set by central agencies constrain the freedom of R&D managers to manage effectively, and limit low-level participation in policy-making and planning. The result is that too many management posts are filled by under-achieving scientists and engineers, with resultant consequences for originality and efficiency.
The authors believe that the only cure is to undertake proper funding, recognise the special operational needs of R&D management, and select managers for managerial ability in addition to technical competence.     

An analysis of the knowledge base of scientific research and development business services

It is argued that the literature on scientific research and development outsourcing focuses mostly on client firms, that is, the demand side, while little is known of the characteristics of the supplying sector. The present paper tackles this gap by elaborating an exploratory analysis of this business service sector with a view to analyze the main patterns of specialization and their evolution over time. Using data on job content and skill requirements in the United States, we elaborate a knowledge taxonomy of the sector and explore how different forms of knowledge coexist and coevolve.     

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.