摘要:

AbstractThis paper is based on a critical review of the proceedings of the Second International Conference on Interdisciplinary Research held in 1981 in Manchester, England. Two sets of issues important for the management of collaborative research are identified. One is the need to remove ambiguities from the meanings of commonly used terminology, for which more precise definitions are proposed. Cross‐disciplinary is used to describe only the nature of the task; multi‐ and inter‐disciplinary are seen as describing alternative organizational ways of executing it. Which way should be used depends objectively on the circumstances.The other set of issues is concerned with the effect institutional setting could have on the possibility of carrying out effective cross‐disciplinary activity. Six different settings are identified and broad concepts of group dynamics are used to identify theoretical and practical problems and their possible solutions. The paper concludes with a survey of the practical implications for those managing cross‐disciplinary

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb01146.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractA Knowledge Centre is defined as a group of experts in a specific field, with some designated equipment and software.Such groups were recognized for the first time (in a given matrix organization) as the real carriers of the accumulated knowledge of science and technology disciplines.To be reckoned as a knowledge centre (K.C.), the group has to be ready to participate in development projects, as well as to lead research for improved technologies and advance knowledge in its field.It was found that by nurturing knowledge centres, the organization has succeeded in per‐forming an interdisciplinary R&D while at the same time maintaining and advancing a strong technology base. The K.C. has some distinctive lifecycle phases. Consequently, the organization applies different considerations and different planning and control methods for each phase. An emerging K.C. needs sensitive care and support. A mature K.C. calls for firm guidance and control, a declining K.C. should be directed to another field, or be dismantled.This report also describes some of the procedures employed by the organization to maintain and control its K.C.s, and a management attempt to use them as a tool for managing the advancement of technology within the organization. The authors predict that a system of K.C.s may be defined and serve other R&D laboratories in a similar way. This thesis has to be verified by additional studies. Some additional areas for further research are identified, to

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb01147.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

The author uses the results of recent published behavioural research on team effectiveness as a framework to analyse the problems of managing R&D in pharmaceutical development. The research points to a large number of factors as having a potential impact on managing such R&D which is inescapably multi‐ or inter‐disciplinary in nature. Some such factors may originate outside the team, some within. External factors include organizational climate, R&D decision‐making environment, system maturity and organizational form (type of matrix); internal factors include span of responsibility of team members, disciplinary differentiation, task uncertainty, extent of fulfilment of Belbin roles and a significant requirement for flexibility of style on the part of the manager.The author's conclusion is that achieving effective management of R&D teams in the pharmaceutical R&D environment requires attention to all these factors. The extent to which integration of different disciplines is achieved is symptomatic of the degree to which these factors are understood and attend

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb01148.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractA new framework for the study of interdisciplinary research processes is presented ‘STRAP’ emphasizes the combination of identifiable skills—substantive knowledge and techniques—that must come together to solve a complex research problem. This framework holds promise of better accommodating non‐academic settings and yielding new insights into the management of complex R&D

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb01149.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractThe matrix structure recommends itself as a convenient framework for implementing cross‐disciplinary projects. However, this structure tends to generate conflict between project and disciplinary managements. In excess, conflict can reduce performance. The aim of the work described in this paper was to see whether conflict could be controlled by better definition of the respective roles of project and functional managers.The study was carried out in a large laboratory in Brazil. A group of project managers, responsible for 58 cross‐disciplinary projects, quantified their perceptions of the strength of their responsibilities for ten management activities, via a specially devised questionnaire. A Clarity about Responsibilities Index (CRI) was constructed to represent the fraction of these activities each respondent felt responsible for. Project performance was measured according to four criteria, technical, cost, schedule and client satisfaction.The results show that better technical performance was associated with higher role clarity; no significant association was found with the other performance measures. The author discusses the reasons for these results, the validity of the measures used and the generality of the conclusi

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb01150.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY