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1. |
Synthesizing R&D planning and business strategy: some preliminary findings |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 207-218
Matthew J. Liberatore,
George J. Titus,
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摘要:
AbstractThe need for firms to compete in the longer run by offering superior products at competitive prices requires better integration of R&D, and technology in general, into business strategy development. A survey based on personal interviews of 40 respondents from “Fortune 500” U. S. industrial firms reveals that their shift in emphasis toward new product/process R&D is providing the impetus for placing R&D in a strategic context. However, R&D has not been fully integrated into the strategic planning process of many organizations. The results of the survey reveal that certain communication channels can be more fully utilized to meld R&D planning into business strategy. Specific suggestions to facilitate information exchange, dissemination of planning data, and integration of various R&D plans into a cohesive technology strategy are gi
ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00020.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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2. |
Strategic response to technological change in the electronic components industry |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 219-230
William R. Soukup,
Arnold C. Cooper,
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PDF (714KB)
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ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00021.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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3. |
A note on the relationship between managerial change values, innovative intentions and innovative technology outcomes in food sector firms |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 231-244
John E. Ettlie,
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PDF (1023KB)
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摘要:
AbstractIn this study three, two‐part propositions were developed based on a general model of how organizational variables moderate the influence of individual change values on innovative intentions and how these same organizational factors moderate the impact of individual innovative intentions on organizational innovative outcomes. A total of 66 respondents, mostly top managers in food processing and food equipment and packaging firms, returned questionnaires. Results indicated that the absence of technical specialist concentration significantly (p<.05) increased the correlation between managerial change values and innovative intentions. Organization size and diversification into nonfood markets did not significantly moderate the correlation between managerial change values and innovative intentions although results were in the predicted direction. Managerial innovative intentions were significantly (p<.05) more likely to be correlated with the rate of new products introduction, and the rate of adoption of incremental process innovation when technical specialists were concentrated. Managerial innovative intentions were significantly (p<.05) more likely to be correlated with the rate of new production introduction and the adoption of radical (new to the industry) process innovation in firms that had diversified into nonfood markets. Critical incident accounts by respondents of creative or innovative episodes in their organizations are strongly correlated with indicators of slack resources for innovation, and the skills managers develop to identify and back innovators in their firms are discusse
ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00022.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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4. |
Technology—An increasingly dominant factor in corporate strategy |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 245-259
A. Wilkinson,
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摘要:
ABSTRACTThe paper considers the implications for future corporate strategy of the probability that the capitalist world is in the down‐phase of a 50‐year long‐wave Kondratieff' economic cycle. Without commitment to a universal theory of long‐wave generation the author proposes a lifecycle model of a whole industry or dominant technology. He deduces from this the likelihood confirmed by some historical data that major industries will at best survive one cycle and will almost inevitably decline after the next. Individual firms within such sectors will go down with the industry unless they face the need early enough in the decline phase to embrace a new technology in the next up‐phase. The author provides a framework for diagnosing the phase of the lifecycle occupied by an industry or firm. He suggests that by combining this with an existing model of corporate strategy a company can plan a course of action that will improve its chances of
ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00023.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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5. |
The survival of industrial research and development |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 261-264
R. C. PARKER,
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PDF (300KB)
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ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00024.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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6. |
Book Reviews |
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R&D Management,
Volume 13,
Issue 4,
1983,
Page 265-267
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PDF (264KB)
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ISSN:0033-6807
DOI:10.1111/j.1467-9310.1983.tb00025.x
出版商:Blackwell Publishing Ltd
年代:1983
数据来源: WILEY
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