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  • Institute of Physics  (48,774)
  • Blackwell Publishing Ltd  (28,447)
  • 1985-1989  (77,221)
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Year
  • 1
    Electronic Resource
    Electronic Resource
    In this Issue (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00651.x
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  • 2
    Electronic Resource
    Electronic Resource
    R&D collaboration as a global competitive tactic —Biotechnology and the ethical pharmaceutical industry (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractIn a technology driven industry, emergence of a new technology can trigger changes in the associated market structure and in the nature of competitive forces – changes herein defined as an industry paradigm shift. Biotechnology has precipitated such a paradigm shift in the ethical pharmaceutical industry, and one consequence is a proliferation of R&D collaborations. However, this paradigm shift is occurring at the same time that global competition is intensifying, and biotechnology R&D collaboration has become a tool in the geopolitical strategies of the major industrial nations. Government intervention to promote such collaborations can have deleterious long-term effects, as described earlier for the semiconductor industry. These effects are posed again for biotechnology and the ethical pharmaceutical industry, in the hopes of provoking a dialogue among concerned parties. These issues must be addressed soon, if the competitive position of this industry –as well as governments and universities – is not to be compromised.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00652.x
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  • 3
    Electronic Resource
    Electronic Resource
    Uncertainty and stress in an R&D project environment (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractR&D project managers work in an environment in which the uncertainty and complexity of engineering development problems are an important source of episodic job stress. A study of the US. Navy's top major project R&D managers (N = 118) was conducted to test the use of various coping skills and social support as preventive stress management techniques for this population. It was found that perceived environmental uncertainty (PEU) had a direct, positive effect on psychological distress of these project managers while social support had a therapeutic effect on their experience of burnout. While problem focussed coping had a small, positive effect on burnout, neither coping skills nor social support were found to have a primary prevention effect upon perceived environmental uncertainty (PEU).Engineering managers engaged in high technology R&D are confronted by a wide range of uncertainties, risks and changing demands that give rise to the stress response with its attendant physiological and psychological changes (Asterita, 1985). Adams (1980) has argued that an episodic versus chronic dichotomy of stressors is valuable because it distinguishes between intermittent stressors of finite duration (episodic) and ongoing stressors of indeterminant duration (chronic). This article reports the results of a study of uncertainty as an episodic work stressor for the U.S. Navy's high technology R&D project managers. The results suggest that R&D project managers should develop social support systems and structures to maintain well-being and avert distress and strain.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00654.x
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  • 4
    Electronic Resource
    Electronic Resource
    The Functional Sources of Innovation (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00662.x
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  • 5
    Electronic Resource
    Electronic Resource
    In this Issue (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00641.x
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  • 6
    Electronic Resource
    Electronic Resource
    Technology and strategic management progress and future directions (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractStrategic management researchers are showing increasing interest in the interface technology and strategic management. This paper provides a literature review focussing on theory development and empirical examination. It also indicates some of the more common strategic responses and prescriptions which have been proposed to manage technology. A set of issues for guiding future research are suggested and research designs for handling some of these research hypotheses are proposed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00642.x
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  • 7
    Electronic Resource
    Electronic Resource
    Technology Innovation Indicators (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractA survey of the US patent database has yielded indicators to trends in technology innovations. Three types of indicator were developed, namely technology maturity, growth potential and product vs process innovations. The patent data show how innovations in one technology area are linked to other technologies and a measure of these links was incorporated into the above trend indicators. Results have a wide range of applications, including assessment of technological opportunities and helping a company in the analysis of strategic alternatives.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00645.x
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  • 8
    Electronic Resource
    Electronic Resource
    The commerciaIization of stagnant technologies (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractThis paper focusses on technologies which have failed to reach the marketplace for reasons which are connected more with the organization in which they were developed than with the technology itself. They are referred to as stagnant technologies.Such technologies can clearly be exploited via joint ventures; however there can be problems of finding a suitable partner and managing the partnership when one has been found. To overcome such problems a role for a third party is suggested which has been called the catalyst firm. Such a firm can be involved in identifying stagnant technologies, locating a suitable partner, and assisting in the management of the partnership through to commercialization.This approach is central to the activities of Aprotec, a Manchester-based company specializing in the development and commercialization of new technologies, which plays the role of the catalyst firm. Experience to date is described in the paper, and a case study is used to show how the approach has been successfully applied in practice.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00644.x
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  • 9
    Electronic Resource
    Electronic Resource
    Company technology strategy (1989)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 19 (1989), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: AbstractThe authors report the results of a small-scale study of the attitudes of 174 British companies to managing their technology. Their data sources were replies to a questionnaire and interviews with 18 senior managers of the respondent companies. They relate their findings to current academic thinking about technolgy strategy, of which a bibliography and critical review is presented in the paper.The results showed that the firms in the survey did not give much specific attention to technology when formulating their strategies. Some do not have a clear notion of what is meant by ‘their technology’, and others have difficulty in deciding its character. In any case a ‘firm's technology’ is usually seen as a cluster of technologies, which is enmeshed in a network of external technologies such as those practised by suppliers and customers, rather than as a single entity. After in-house R&D the most often used forms of technology acquisition are licensing-in and contract R&D. The import of technology presents difficulties, such as codifying it in usable form and making sure that there are in-house staff capable of using it.The authors conclude overall that few firms in the sample can assess their technological strengths and weaknesses or clearly conceptualize their situation. They remark that academic approaches to technology strategy are oversimplified and do not sufficiently address the main problems in this area, which are to help managers to understand the nature of their technology position and the technological network of which their firm forms a part.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1989.tb00643.x
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  • 10
    Electronic Resource
    Electronic Resource
    R&D project selection: Productivity considerations (1988)
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 18 (1988), S. 0 
    Details
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The paper consists of a theoretical discussion of the circumstances justifying the use of R&D to increase the productivity of a firm's manufacturing capability. There are three possibilities: Increase the productivity of existing capacity; re-equip with purchased existing best-practice technology; or use R&D to develop new technology.The choice depends on which of the four following situations exist: 1) When the productivity of existing capacity is well below its potential and is also well below that of the industry's best-practice; in this case the right strategy is first to bring actual productivity up to potential, and then to consider the purchase of best-practice. 2) When productivity is well up to potential but is well below best practice; the advice is then to purchase best-practice. 3) When existing capacity is already best-practice but productivity is well below capacity; in this case productivity of existing plant should be increased. 4) When existing capacity is bestpractice and productivity is near the maximum; then and only then is R&D to develop new technology justified.The paper concludes with a brief account of the process to be undergone between the establishment of a case for R&D using the above criteria and, if R&D is undertaken and completed, the retrospective review of its outcome.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-9310.1988.tb00591.x
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