Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183609
A. Snow
Summary form only given. It is noted that with increased pressure on corporate and government R&D organizations to engage in projects that have high payoff potential, and the need to effectively manage these efforts is very real. In such an environment, the R&D project management infrastructure must not only support the rapid movement from research to development stages, but must also not overly constrain the creative process. In one government research office, the key factor in implementing this infrastructure was found to be the proper classification of the effort at inception. Once classified, the appropriate level of structure could be applied on a case-by-case basis. To further support the introduction of this infrastructure in the organization, an expert system was developed to assist researchers in this classification and suggest a project life cycle tailored to the project type.<>
{"title":"Effective R&D project management through effort classification","authors":"A. Snow","doi":"10.1109/PICMET.1991.183609","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183609","url":null,"abstract":"Summary form only given. It is noted that with increased pressure on corporate and government R&D organizations to engage in projects that have high payoff potential, and the need to effectively manage these efforts is very real. In such an environment, the R&D project management infrastructure must not only support the rapid movement from research to development stages, but must also not overly constrain the creative process. In one government research office, the key factor in implementing this infrastructure was found to be the proper classification of the effort at inception. Once classified, the appropriate level of structure could be applied on a case-by-case basis. To further support the introduction of this infrastructure in the organization, an expert system was developed to assist researchers in this classification and suggest a project life cycle tailored to the project type.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"23 1","pages":"185-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88346848","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183562
S. Boluda, H. Asamitsu, T. Ijichi, R. Hirasawa
The authors present the preliminary results of an inquiry into the organizational flexibility within the corporate R&D setting in Japan from a survey of 106 laboratories conducted in 1990. Three major findings regarding the organizational flexibility of R&D laboratories in Japan emerge from the survey. First, strategic research though currently present in only a minority of R&D laboratories, seems destined to be more widely adopted. Second, among the various operating systems in use, those that aim at facilitating the face-to-face collective exchange of ideas are the most highly valued. Third, providing individual researchers with a higher degree of autonomy of decision seems to encounter a perceptible degree of opposition from the Japanese corporate R&D management.<>
{"title":"Organizational flexibility in the Japanese corporate R&D setting","authors":"S. Boluda, H. Asamitsu, T. Ijichi, R. Hirasawa","doi":"10.1109/PICMET.1991.183562","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183562","url":null,"abstract":"The authors present the preliminary results of an inquiry into the organizational flexibility within the corporate R&D setting in Japan from a survey of 106 laboratories conducted in 1990. Three major findings regarding the organizational flexibility of R&D laboratories in Japan emerge from the survey. First, strategic research though currently present in only a minority of R&D laboratories, seems destined to be more widely adopted. Second, among the various operating systems in use, those that aim at facilitating the face-to-face collective exchange of ideas are the most highly valued. Third, providing individual researchers with a higher degree of autonomy of decision seems to encounter a perceptible degree of opposition from the Japanese corporate R&D management.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"28 1","pages":"53-58"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85947999","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183566
A. Nagata
The current conditions in the labor market in Japan for R&D personnel are described. Attention is given to the following issues: trends in supply and demand, working hours and working distribution for R&D, salary levels, and flow between and within sectors.<>
{"title":"The labor market for R&D personnel-the current situation in Japan and pertinent issues","authors":"A. Nagata","doi":"10.1109/PICMET.1991.183566","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183566","url":null,"abstract":"The current conditions in the labor market in Japan for R&D personnel are described. Attention is given to the following issues: trends in supply and demand, working hours and working distribution for R&D, salary levels, and flow between and within sectors.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"15 1","pages":"74-77"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88100409","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183600
E.V. Seregelyi, I. Kohut
Several studies have shown a positive link between appropriate levels of marketing-R&D interaction early in the innovation process and new product success. The authors discuss how firm strategy and environmental uncertainty have an impact on the level of integration required. They also examine the barriers to effective integration between these two functional groups. An organizational infrastructure consisting of specific initiatives in the areas of top management involvement, organizational structure, reward systems, and group dynamics is proposed to promote effective functioning of interdisciplinary teams.<>
{"title":"Managing the R&D-marketing interface","authors":"E.V. Seregelyi, I. Kohut","doi":"10.1109/PICMET.1991.183600","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183600","url":null,"abstract":"Several studies have shown a positive link between appropriate levels of marketing-R&D interaction early in the innovation process and new product success. The authors discuss how firm strategy and environmental uncertainty have an impact on the level of integration required. They also examine the barriers to effective integration between these two functional groups. An organizational infrastructure consisting of specific initiatives in the areas of top management involvement, organizational structure, reward systems, and group dynamics is proposed to promote effective functioning of interdisciplinary teams.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"64 1","pages":"153-156"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86179005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183659
P. Chen
The author reviews the development history of two common products (cars and refrigerators) and presents discussions of reliability engineering and the evolution of economy. It is suggested that there is a direct and intimate relationship between the societal type and the product development process. A product development model is then discussed. Reliability is considered in the initial stages of design and reliability predictions are made in every iteration. These predictions provide a means of measuring design improvement.<>
{"title":"A product development model: from a reliability engineering viewpoint","authors":"P. Chen","doi":"10.1109/PICMET.1991.183659","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183659","url":null,"abstract":"The author reviews the development history of two common products (cars and refrigerators) and presents discussions of reliability engineering and the evolution of economy. It is suggested that there is a direct and intimate relationship between the societal type and the product development process. A product development model is then discussed. Reliability is considered in the initial stages of design and reliability predictions are made in every iteration. These predictions provide a means of measuring design improvement.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"6 1","pages":"366-370"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82200747","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183604
V. Verma, P. Eng
The importance of strategic planning and a practical approach to formulate strategies in R&D environments are discussed along with some insight for overcoming some common barriers and obstacles. The author emphasizes that, because of direct global competition and lack of sufficient research funds, technology transfer must become one of the key elements of comprehensive strategic plans of research facilities. The importance of technology transfer and general project management challenges for developing cohesive teams out of a diverse mix of specialists while encouraging the creative potential of all team members is described. A recent case example of a successful technology transfer from TRIUMF (the Tri-University Meson Facility, a world-class particle accelerator research facility) is described to illustrate the main lessons learned.<>
{"title":"Strategic planning-a key for R&D management","authors":"V. Verma, P. Eng","doi":"10.1109/PICMET.1991.183604","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183604","url":null,"abstract":"The importance of strategic planning and a practical approach to formulate strategies in R&D environments are discussed along with some insight for overcoming some common barriers and obstacles. The author emphasizes that, because of direct global competition and lack of sufficient research funds, technology transfer must become one of the key elements of comprehensive strategic plans of research facilities. The importance of technology transfer and general project management challenges for developing cohesive teams out of a diverse mix of specialists while encouraging the creative potential of all team members is described. A recent case example of a successful technology transfer from TRIUMF (the Tri-University Meson Facility, a world-class particle accelerator research facility) is described to illustrate the main lessons learned.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"138 1","pages":"170-174"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77473653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183801
P. Piippo, M. Tuominen
Summary form only given. The authors discuss how one can identify strategic possibilities of R&D projects to benefit the whole company. They put forward an evaluation system to help this task in early stages of development. When identifying the potential of R&D projects with the help of the system, increases in competitiveness and its stability are systematically analyzed. Competitive advantage and its stability are major factors contributing to the long-term cash flow which R&D can affect. Early evaluation of the strategic potential of R&D projects facilitates paying attention to technology factors in strategic planning. On the other hand, in factual development work can aim more at creation of competitiveness and profit. Up to now, one has mainly utilized different comparison figure methods to plan R&D budgets. The developed system helps planning of R&D investments by clearing the potential value of possible R&D projects.<>
{"title":"Analyzing competitive effects of R&D","authors":"P. Piippo, M. Tuominen","doi":"10.1109/PICMET.1991.183801","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183801","url":null,"abstract":"Summary form only given. The authors discuss how one can identify strategic possibilities of R&D projects to benefit the whole company. They put forward an evaluation system to help this task in early stages of development. When identifying the potential of R&D projects with the help of the system, increases in competitiveness and its stability are systematically analyzed. Competitive advantage and its stability are major factors contributing to the long-term cash flow which R&D can affect. Early evaluation of the strategic potential of R&D projects facilitates paying attention to technology factors in strategic planning. On the other hand, in factual development work can aim more at creation of competitiveness and profit. Up to now, one has mainly utilized different comparison figure methods to plan R&D budgets. The developed system helps planning of R&D investments by clearing the potential value of possible R&D projects.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"2 1","pages":"779-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89711075","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183552
R. L. Schill, D. McArthur
Summary form only given. Based upon extensive interviews on three industrialized continents with over 60 large high-technology companies conducted during the 1980s and beyond, the authors discuss a definition of technology strategy, its role in technology management, and its role in achieving and sustaining superior competitive strategy. A model was developed whereby managers have some useful guidelines and suggestions to assess whether or not their companies have an effective technology strategy, how useful it is, and how well it is conceived and applied toward corporate strategic advantage in the global marketplace. The authors have developed several constructs to illustrate technology strategy with emphasis on its strategic relationship to the future competitive position of the company, the acquisition and exploitation of technology within the strategic competitive system for the corporate strategy framework, the relationships between key technology strategy units and various functional and operating units, and an organizational structure approach to managing the strategy.<>
{"title":"Technology strategy: what is it and how should it be used? Some empirical evidence","authors":"R. L. Schill, D. McArthur","doi":"10.1109/PICMET.1991.183552","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183552","url":null,"abstract":"Summary form only given. Based upon extensive interviews on three industrialized continents with over 60 large high-technology companies conducted during the 1980s and beyond, the authors discuss a definition of technology strategy, its role in technology management, and its role in achieving and sustaining superior competitive strategy. A model was developed whereby managers have some useful guidelines and suggestions to assess whether or not their companies have an effective technology strategy, how useful it is, and how well it is conceived and applied toward corporate strategic advantage in the global marketplace. The authors have developed several constructs to illustrate technology strategy with emphasis on its strategic relationship to the future competitive position of the company, the acquisition and exploitation of technology within the strategic competitive system for the corporate strategy framework, the relationships between key technology strategy units and various functional and operating units, and an organizational structure approach to managing the strategy.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"128 1","pages":"0-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80162861","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183652
M. Liou, H. Dietz, H. Moskowitz, R. Plante
The authors describes the automated generation of optimal irregular fractional factorial designs (IFFDs), and for regular maximal subset designs (MSDs), for processes involving 2-level factors. They describe mechanisms on separating out confounded effects and new, efficient methods for IFFD generation. It is concluded that, although finding IFFD solutions by using a seed set of tests as a restriction shows some promise as a way to limit the search space, much work needs to be orchestrated toward solving a requirement set containing higher-order interactions.<>
{"title":"A new algorithm for IFFD generation","authors":"M. Liou, H. Dietz, H. Moskowitz, R. Plante","doi":"10.1109/PICMET.1991.183652","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183652","url":null,"abstract":"The authors describes the automated generation of optimal irregular fractional factorial designs (IFFDs), and for regular maximal subset designs (MSDs), for processes involving 2-level factors. They describe mechanisms on separating out confounded effects and new, efficient methods for IFFD generation. It is concluded that, although finding IFFD solutions by using a seed set of tests as a restriction shows some promise as a way to limit the search space, much work needs to be orchestrated toward solving a requirement set containing higher-order interactions.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"31 1","pages":"332-334"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73754075","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1991-10-27DOI: 10.1109/PICMET.1991.183667
Shi Yongheng, Gu Changyao
Summary form only given. The resource allocation problem is a multiobjective flexible decision problem. This kind of decision problem consists of many DMs, including one leader DM and many follower DMs. The leader DM uses the technique of large-scale system decomposition and coordination to look for allocation schemes according to the information provided by follower DMs. To solve this kind of decision problem, the authors present a flexible decision method that utilizes large-scale system decomposition, coordination, and incentive control. This method consists of two parts. The maximum method is used to solve the multiobjective flexible decision. According to the characteristics of a resource allocation problem, the authors give the iterating algorithm by means of piecewise linearization. The algorithm is proved to be convergent. The second part of the method is incentive control, which induces the follower DMs to tell the truth. Based on a real situation in China, a contract mechanism has been designed which is epsilon -inducible for the true information and encourages follower DMs to work.<>
{"title":"Flexible decision method for resource allocation","authors":"Shi Yongheng, Gu Changyao","doi":"10.1109/PICMET.1991.183667","DOIUrl":"https://doi.org/10.1109/PICMET.1991.183667","url":null,"abstract":"Summary form only given. The resource allocation problem is a multiobjective flexible decision problem. This kind of decision problem consists of many DMs, including one leader DM and many follower DMs. The leader DM uses the technique of large-scale system decomposition and coordination to look for allocation schemes according to the information provided by follower DMs. To solve this kind of decision problem, the authors present a flexible decision method that utilizes large-scale system decomposition, coordination, and incentive control. This method consists of two parts. The maximum method is used to solve the multiobjective flexible decision. According to the characteristics of a resource allocation problem, the authors give the iterating algorithm by means of piecewise linearization. The algorithm is proved to be convergent. The second part of the method is incentive control, which induces the follower DMs to tell the truth. Based on a real situation in China, a contract mechanism has been designed which is epsilon -inducible for the true information and encourages follower DMs to work.<<ETX>>","PeriodicalId":22349,"journal":{"name":"Technology Management : the New International Language","volume":"10 1","pages":"395-"},"PeriodicalIF":0.0,"publicationDate":"1991-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74047421","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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