摘要:

AbstractIt is argued that a viable and durable solution to corporate maturity is new business development (NBD). An idealised process for NBD is outlined. The results of an in‐depth study of fourteen UK firms’ experience in NBD, including a case study of one NBD, illustrate the problems with this approach, and some suggestions for overcoming these are advan

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00503.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractThe recognised complexity of the innovation process not only makes it difficult to manage, explain and study, but also presents problems for the development of a generalised model.Cooper's recent article in ‘R&D Management’ suggests that the construction of a generalised model is inappropriate because there appear to be a number of different types of innovation processes. However, many of the studies of innovation postulate or assume a general model which represents the stages involved in the firm.This paper reviews the models of the innovation process which have been proposed and the author classifies them according to his taxonomy of different types:(a) Departmental‐stage models(b) Activity‐stage models(c) Decision‐stage models(d) Conversion process models(e) Response modelsThe advantages and disadvantages of each approach are discussed and the conclusion reached is that still more research needs to be concentrated on the nature of the innovation process within the firm itself. The absence of a definitive model compounds the problems of semantics and definitions when discussing i

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00504.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractThe paper reports a longitudinal study of the result of applying systematic creative problem‐solving techniques in a particular multinational firm. The first section of the paper describes the way the system was applied to the five stages of an innovation from conception to implementation. Fifteen different techniques were used, the choice varying with the stage. The paper then describes three examples of actual innovations (disguised), stage by stage, giving a judgment of the value of the techniques used, the frequency of success or failure of all the sessions undertaken, the relative success of the techniques used, and the usage of the techniques by stage of innovation.Two further points are made; firstly, creative thinking is needed and manifested at all stages of a project and not just in the early stages; secondly, although Synectics was shown to be rather effective it gradually lost ground to a less successful technique because the managers concerned did not like its seeming inconsequentiality and abandonment of logi

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00505.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractThe work described in the paper is aimed at a better understanding of decision processes in ‘directed’ R&D. Specifically it focusses on the questions: What aspects of innovation does top management influence significantly?, and What are the effects of this influence? The kinds of influences looked at include technological, financial. marketing, timeliness and personnel factors as well as company characteristics. The overall hypothesis was that top management would be interested not only in ultimate objectives but also in intermediate objectives of shorter timespan.The research material consisted of answers to a 29‐item questionnaire given by 107 management‐level respondents in 13 sites. The questionnaires related to data on 154 projects including the degree of success data achieved. The results were analyzed to bring out main‐effect factors on success and intercorrelations between factors.Overall the results supported the initial hypothesis that top management is concerned with shorter‐term R&D matters as well as with the effects of R&D on long‐term strategy. The influence appears to be more marked during early some stages the of factors projects than later. Interestingly of correlated with economic success are not correlated with top management support, although support is correlated directly with succes. On the whole, top management intervention appears to be operational rather than primarily strategic.The authors interpret observations as meaning that top management intervenes at irreversible decision points and on matters that affect other functions of the company but keeps out of some important issues that are beyond

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00506.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

AbstractThis survey was conducted on the perceived popularity of PERT and PERT‐type management systems; whether PERT'S applications were static, increasing, or decreasing, and whether its use was by choice or imposition. The extent of applications of PERT for managing various types of research and development (R&D) was examined with the view to ascertaining its individual popularity when applied to (a) basic research, (b) applied research, or (c) development projects. In addition, an inquiry was made into the estimated expense of PERT systems to plan and control projects as a percentage of the budget. The results of the survey are presented and discussed relative to various sizes of R&D organization

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00507.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00508.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY

摘要:

Technical Insights, Inc. Annual report on research and development… 1982: the year that was… 1983: the year to comeProject ManagementIndustrial R&D Management—the modern issuesTrends in Information TransferInformation Society, For Richer, For PoorerCybernetics and Systems Re

ISSN:0033-6807    

DOI:10.1111/j.1467-9310.1984.tb00509.x

出版商:Blackwell Publishing Ltd    

年代:1984

数据来源: WILEY