Managing Large Research and Development Programs

Today's society sorely needs the innovations that are the intended fruit of large institutions' research and development programs. Yet, to date, the complicated process of R&D management holds a track record that is far from impressive. The task of R&D managers is to channel and direct a complex process involving scientific, political, and social groups with differing values and goals. And this must be done in such a way as to preserve an environment that allows science to pursue knowledge efficiently, but also insures that the goals pursued are relevant to pressing social needs. To discern why some programs are more successful in this task than others, the authors have studied nine R&D programs in two large organizations, both of which are embedded in complex social, economic, and political environments. These programs are: THE NATIONAL INSTITUTE OF HEALTH Artificial Heart Research, Cancer Chemotherapy Research, Sudden Infant Death Syndrome Research, Sickle Cell Anemia Research, Genetics Research THE AMERICAN TELEPHONE AND TELEGRAPH COMPANY The No. 4 Electronic Switching System, The High Capacity Mobile Telephone, Millimeter Wavelength Transmission, The D-4 Digital Channel Bank The study not only examines the organizational and technical aspects of each program, but also considers their political environments. The authors also explore the historical origins of each program and its evolution, seeking in-depth understanding through interviews with relevant actors and analyses of documentary evidence of decisions, events, and the paths to them. The cases selected bring out the important dimensions and issues in both public and private R&D management. The authors have illuminated logical patterns in the management process that can produce desired results. The book features a model that will prove useful to managers and students of research and development.

Table of Contents:
Acknowledgments List of Illustrations List of Tables 1. R & D MANAGEMENT: OLD VIEWS AND NEW REALITIES Introduction Some Viewpoints on R & D Management Research on R & D Focus at the Technical Core The Context of R & D Political Intervention in R & D: A New Reality Background of the Research The Two Organizations The Program Sample Summary 2. THE POLITICAL CONTEXT OF RESEARCH AND DEVELOPMENT Introduction A Dominated Program: Sickle Cell Anemia The Stimulus for a Program Response to the President's Initiative Further Responses Results Commentary on the Sickle Cell Anemia Program Shifts in the Relationship with the Political Environment Destabilization and Readaptation: High Capacity Mobile Telephone System The Nature of the Political Environment Patterns of Mutual Adaptation 3. THE TECHNICAL LOGIC OF RESEARCH AND DEVELOPMENT The Technical Logic of Research and Development Programs Comparing the Technical Logic of Biomedical and Communications Research The Millimeter Waveguide Program The First Exploratory Development Program The Second Exploratory Development Program Manufacturing Waveguide for Testing Installation Techniques Field Evaluation Test Waveguide Put "On Hold" Once Again The Technical Logic of Millimeter Waveguide 4. LINKING THE POLITICAL AND TECHNICAL ENVIRONMENTS: TWO UNSUCCESSFUL PROGRAMS The Artificial Heart Program The Master Plan Response to the Master Plan The Political Environment of the Artificial Heart Program The Technical Logic of the Artificial Heart Program Comparing the Waveguide and Artificial Heart Cases Organizing to Fight Cancer Emergence of the Chemotherapy Program The Political and Technical Logics of Chemotherapy 5. LINKING THE POLITICAL AND TECHNICAL ENVIRONMENTS: A SUCCESSFUL PROGRAM Sudden Infant Death Syndrome (SIDS) Activity in the Political Environment Initiating a SIDS Program and Sizing-Up the State of Knowledge Managing the Political Environment Congress Becomes Involved with SIDS Interacting with Parent Groups Interacting with the Administration Commentary on the SIDS Program's Interaction Contrasting the SIDS, Artificial Heart, and Sickle Cell Programs The Technical Logic of SIDS Administrative Mechanisms Supporting the Technical Logic Frank Hastings - Technical Champion Bill Warters - Program Champion 6. ORGANIZING THE TECHNICAL LOGIC The Bell Laboratories Organization Managing Knowledge Transfer Discovery Activities at Crawford Hill (Stages 1-3) The Radio Research Lab Funding and Project Selection Communicating Results Exploratory Developments (Stage 4) Development (Stage 5) The Branch Lab at the Merrimack Valley Works The D4 Program at the Merrimack Valley Works The No. 4 Electronic Switching Systems (No. 4 ESS) Program Organizational Decisions Implementation Linking Task and Organization 7. ADAPTATION TO CHANGES IN THE TECHNICAL AND POLITICAL ENVIRONMENTS Origin of Genetics Research Activity at NIH The Early Genetics Program The Changing Context of the Genetics Program A Second Mode of Adaptation Managing the Genetics Program After 1972 The Program's Role in Science The Program's Role at the Boundary of Science and Society 8. MANAGING LARGE R&D PROGRAMS: SUMMARY AND CONCLUSIONS The R & D Management Model Managing Boundaries Creating a Synthesis Duel Advocacy Establishing Criteria Switching: The Processof Organizational Learning Using the Model Bibliography Index

About the Author :
Henry W. Lane is Professor of Business Administration at the University of Western Ontario. Rodney G. Beddows is Managing Director of Strategy Research Associates Ltd., London. Paul R. Lawrence is Donham Professor of Organizational Behavior at Harvard Business School.