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R&D Environment (r&d + environment)
Selected AbstractsNew paradigms for the future: keynote perspectives from The R&D Management Conference 2008R & D MANAGEMENT, Issue 1 2010Flavia Leung The R&D Management Conference 2008 theme of ,emerging and new approaches to R&D management' sought to draw out how R&D-based organizations today are changing the way they manage (in terms of novel approaches, techniques, models and tools) in face of the challenges and opportunities presented in the current environment. Six keynote presentations by executives, representing both the public and private sectors, elaborated on the following subjects reflecting their experiences on the theme: hyperconnectivity and changing R&D tenets, accelerating discoveries in human health via open access public-private partnerships, role of government in bridging the innovation gap, building sustainability and innovation in a traditional resource sector, R&D management in the aerospace sector, and leveraging diversity to build a culture of innovation. Their presentations highlighted amongst other things , global trends that are affecting how R&D organizations are operating, economic imperatives driving change in business models, working through partnerships within an open innovation environment, and leveraging the diversity presented by an increasingly globalized R&D workforce for success. Within these presentations are also challenges to researchers to generate new thinking to address current and future problems presented by the R&D environment. The keynote perspectives are summarized in this paper. [source] Linking intrinsic motivation, risk taking, and employee creativity in an R&D environmentR & D MANAGEMENT, Issue 3 2007Todd Dewett Intrinsic motivation is thought to spur risk taking and creativity. Nonetheless, the relationship between common creativity antecedents and intrinsic motivation is seldom clarified and the assertion that intrinsic motivation spurs risk taking and creativity has rarely been addressed. The current study adopts an individual level of analysis and attempts to link several common creativity antecedents, intrinsic motivation, and one's willingness to take risks to employee creativity. Using survey data collected from 165 research and development personnel and their supervisors, evidence is provided showing that intrinsic motivation mediates the relationship between certain antecedents and one's willingness to take risks and that this willingness mediates the effect of intrinsic motivation on employee creativity. However, starkly different findings emerge when using subjective versus objective indicators of employee creativity, suggesting that further theoretical development is in order to explain the differences. [source] Performance measurement in industrial R&DINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2000Inge Kerssens-van Drongelen Currently, the need for R&D performance measurements that are both practically useful and theoretically sound seems to be generally acknowledged; indeed, the rising cost of R&D, greater emphasis on value management and a trend towards decentralization are escalating the need for ways of evaluating the contribution of R&D to corporate performance. However, although recent research and writing on the subject shows that the challenge of developing such sound measurements has been taken up by many academics and organizations, it is also clear that there is no generally applicable approach. In this review, we consider various approaches for measuring the performance in industrial R&D and identify their key characteristics. We also include a brief summary of the ,history' of performance measurement in R&D, which shows that although there are some new ways of looking at the issue there are many examples from the past that can contribute to our current thinking. The approaches found in the literature and practice are very varied in their application, some being more suitable for the project level, others for the R&D department, and some for the development process or for the organization as a whole. Furthermore, the uses of the approaches tend to be different. For example, some approaches are intended to justify the continuation of investment in R&D to upper management, whilst others are more suited to support learning and self-correction by empowered R&D teams. In this paper these uses, or ,functions', of performance measurement and a taxonomy of typical subjects of measurement in R&D environments are explored. Finally, we conclude the review with a discussion of some limitations of the growing literature on R&D performance measurement. [source] Managing innovative R&D teamsR & D MANAGEMENT, Issue 3 2003Hans J. Thamhain Successful R&D groups not only generate innovative ideas, but also transfers these newly created concepts through the organizational system for economic gain. While innovation is not a random process, managers often argue that R&D performance is hard to measure and even more difficult to manage. An exploratory field study into technology-oriented R&D environments determines the principle factors that influence innovation-based performance of R&D teams. The results identify specific barriers and drivers to innovative team performance and provide insight into the type of an organizational environment and managerial leadership that is conducive to innovative R&D team performance. The data further suggest that many of the performance variables have their locus outside the R&D organization. Yet, managerial leadership style, both at the R&D team level and at senior management, has significant impact on creativity that ultimately affects R&D performance. [source] | ||||||||||