Managing Research, Development and Innovation: Managing the Unmanageable

Table of Contents:
Preface xiii 1 R&D Organizations and Research Categories 1 1.1 How Information can be Used 2 1.2 A Perspective on R&D Management 5 1.3 What is Research and Development? 6 1.4 Research Categories 8 1.5 What to Research 10 1.6 Emphasis on Basic Versus Applied Research 16 1.7 What is Unique About Managing R&D Organizations? 17 1.8 Summary 19 1.9 Questions for Class Discussion 19 2 Elements Needed for an R&D Organization 20 2.1 People 20 2.2 Specialization 22 2.3 Staffing 23 2.4 Ideas 24 2.5 Defects in Human Information Processing 28 2.6 Fads in Science 30 2.7 Communication Networks 31 2.8 The Innovation Process 34 2.9 Funds 34 2.10 A Culture for R&D Organizations 36 2.11 Not-Invented-Here Syndrome 38 2.12 Fit of Person and Job 40 2.13 Creative Tensions: Managing Antithesis and Ambiguity 41 2.14 Develop a Climate of Participation 44 2.15 Summary 45 2.16 Questions for Class Discussion 46 3 Creating a Productive and Effective R&D Organization 47 3.1 Organization Effectiveness 47 3.2 Who are the Inventors and Innovators? 52 3.3 Odd Characteristics of Inventors and Innovators 58 3.4 Researcher’s Relationship with Management and Peers 59 3.5 Formation of Teams 60 3.6 Generating New Ideas 64 3.7 Emphases on Aspects of Organizational Culture 68 3.8 Ethos of A Scientific Community 69 3.9 Summary 71 3.10 Questions for Class Discussion 71 4 Job Design and Organizational Effectiveness 72 4.1 Job Attributes 73 4.2 Physical Location and Communication 74 4.3 Career Paths 76 4.4 Dual and Triple Hierarchies 78 4.5 Centralization and Decentralization 80 4.6 Keeping the Researcher at the Innovation Stage 81 4.7 Job Design and Conflict 83 4.8 Summary 86 4.9 Questions for Class Discussion 87 5 Influencing People 88 5.1 Attitude Attitude Change 89 5.2 Findings from Attitude Research 90 5.3 Behavioral Science Division Case 92 5.4 Case Analysis 94 5.5 Communication Alternatives and Outcomes 95 5.6 Summary 101 5.7 Questions for Class Discussion 102 6 Motivation in R&D Organizations 103 6.1 A Model of Human Behavior 104 6.2 Changing the Reward System to Support Technical Careers 112 6.3 Structuring the Organization for Optimal Communication 113 6.4 Rewards and Motivation 114 6.5 Reward System Discussion 116 6.6 Sense of Control and Community 119 6.7 A Federal R&D Laboratory Case 121 6.8 Summary 122 6.9 Questions for Class Discussion 122 7 Dealing with Diversity in R&D Organizations 123 7.1 Assimilation and Multiculturalism 124 7.2 Understanding Culture 126 7.3 Cultural Differences 128 7.4 What Happens When People from Different Cultures Work Together? 129 7.5 Cultural Distance 130 7.6 Cultural Intelligence and Related Concepts 130 7.7 A Model for Diversity in Groups 132 7.8 The Status of Minorities in Work Groups 135 7.9 Dealing with People from Different Disciplines, Organizational Levels and Functions 136 7.10 Intercultural Training 136 7.11 Summary 139 7.12 Questions for Class Discussion 139 8 Leadership in R&D Organizations 140 8.1 Identifying Your Leadership Style 142 8.2 Theories of Leadership and Leadership Styles 151 8.3 Leadership in R&D Organizations 154 8.4 R&D Leadership: A Process of Mutual Influence 157 8.5 A Leadership-Style Case 158 8.6 Leadership in a Creative Research Environment 160 8.7 Summary 161 8.8 Questions for Class Discussion 163 9 Managing Conflict in R&D Organizations 164 9.1 Conflict Within Individuals 164 9.2 Conflict Between Individuals 169 9.3 Conflict Between Groups 171 9.4 Intercultural Conflict 177 9.5 Personal Styles of Conflict Resolution 179 9.6 Unique Issues of Conflict in R&D Organizations 181 9.7 Ethics 183 9.8 Summary 183 9.9 Questions for Class Discussion 184 10 Performance Appraisal—Employee Contribution—In R&D Organizations 185 10.1 Some Negative Connotations of Performance Appraisal 185 10.2 Difficulties with Employee Appraisal 187 10.3 Performance Appraisal and the Management System 189 10.4 Performance Appraisal and Organizational Stages 190 10.5 Performance Appraisal and Organization Productivity 190 10.6 Goals of Engineers Versus Scientists 191 10.7 Performance Appraisal and Monetary Rewards 192 10.8 Performance Appraisal in Practice 194 10.9 A University Department Case 195 10.10 Implementation Strategy with Emphasis on Employee Contribution 196 10.11 Summary 203 10.12 Questions for Class Discussion 203 10.13 Appendix: Argonne National Laboratory Performance Review Information 204 11 Technology Transfer 213 11.1 Technology Transfer Hypotheses 214 11.2 Stages of Technology Transfer 214 11.3 Approaches and Factors Affecting Technology Transfer 216 11.4 Role of the User 218 11.5 Characteristics of Innovation and its Diffusion 220 11.6 Role of People 222 11.7 Boundary Spanning 223 11.8 Organizational Issues in Technology Transfer 226 11.9 The Agricultural Extension Model 227 11.10 NASA Technology Transfer Programs 228 11.11 IBM Technology Transfer Cases 229 11.12 Technology Transfer Strategy 231 11.13 Summary 236 11.14 Questions for Class Discussion 237 12 Models for Implementing Incremental and Radical Innovation 238 12.1 Defining Innovation 239 12.2 Strategic Choices in Technological Innovation 242 12.3 Making Technological Innovation Operational 244 12.4 The Market Marketers, and Market Research in Technological Innovation 249 12.5 Leading Innovative Organizations 253 12.6 Summary 254 12.7 Questions for Class Discussion 256 13 Organizational Change in R&D Settings 257 13.1 Why Organizational Change? 258 13.2 Steps in Organizational Change 259 13.3 Problems and Action Steps 259 13.4 Individual Change 262 13.5 Group Change: Team Building 264 13.6 Organizational Change 267 13.7 Evaluating Organizational Change 268 13.8 Case Study in Organizational Change 270 13.9 Summary 273 13.10 Questions for Class Discussion 273 14 Managing the Network of Technological Innovation 274 14.1 Overall Trends Within and Between Sectors 274 14.2 Trends in Research, Development, and Innovation in the Commercial Realm 276 14.3 Trends in Research, Development, and Innovation in the Federal Government 279 14.4 Trends in Research, Development, and Innovation in Universities 286 14.5 Open Innovation, Regional Economic Development, and the Global Innovation Network 290 14.6 Summary 294 14.7 Questions For Class Discussion 295 15 Universities and Basic Research 296 15.1 Basis for University Research Activities 297 15.2 Federal Support of University Research: An Entitlement or a Means to Achieve National Goals? 298 15.3 Basic Research: Who Needs It? 301 15.4 University–Industry Linkage 309 15.5 Rethinking Investment in Basic Research 311 15.6 Summary and Concluding Comments 312 15.7 Questions for Class Discussion 313 16 R&D Organizations and Strategy 315 16.1 What is Strategy? 316 16.2 Strategy Levels and Perspectives 319 16.3 Strategy Formulation and Implementation 319 16.4 Strategy Evaluation 321 16.5 Strategy and Innovation 322 16.6 Technology and Strategy 324 16.7 Applying a Strategy Process 325 16.8 Summary 330 16.9 Questions for Class Discussion 330 17 Research Development and Science Policy 331 17.1 Relationship Between Science and Technology 334 17.2 Technical Innovation and Economic Development 336 17.3 Analysis of Investment in Basic Research 339 17.4 R&D Expenditure 340 17.5 R&D Productivity 347 17.6 Global Perspectives on Innovation 352 17.7 R&D Expenditure and Science Policy 357 17.8 Summary 362 17.9 Questions for Class Discussion 363 References 364 Author Index 383 Subject Index 387

About the Author :
RAVI K. JAIN, PHD, PE, is Dean of the School of Engineering and Computer Science at the University of the Pacific in Stockton, California. He has been a Littauer Fellow at Harvard University and a Fellow of Churchill College, Cambridge University. He has published fourteen books, over 150 scholarly papers and technical reports, and has received national recognition for his teaching and scholarly activities. HARRY C. TRIANDIS is Professor Emeritus of Psychology at the University of Illinois. He is the author of eight books, including Culture and Social Behavior, Individualism and Collectivism, and Fooling Ourselves: Self-Deception in Politics, Religion, and Terrorism. CYNTHIA W. WEICK is Professor of Management in the Eberhardt School of Business and the School of Engineering and Computer Science at University of the Pacific. Weick was named the Neven C. Hulsey Chair of Business Excellence in 2006, and in 2005, she earned Pacific's Distinguished Faculty Award, which is the University's highest faculty honor.