Managerial Determinants of Industrial R&D Performance: An Analysis of the Global Chemicals/Materials Industry

Posted: 25 Aug 1998

See all articles by Edward B. Roberts

Edward B. Roberts

Founder/Chair, Martin Trust Center for MIT Entrepreneurship

Paulo Roberto Belloti

affiliation not provided to SSRN

Abstract

A general framework has been proposed for analyzing the impact of various managerial strategies on the overall outcomes of a firm's research and development efforts. It suggests that three elements are critical: posture and direction; systems; and adjustment processes. The framework led to the development of a series of twenty hypotheses regarding managerial practice. These hypotheses were tested using data gathered from 29 chemicals/materials firms as part of a global assessment of strategic management of technology. Multifaceted measures of R&D impact were evaluated: (i) and index of R&D performance; (ii) time from concept to realization of product and process innovation; and (iii) satisfaction of three different stakeholders of the firm's R&D undertakings. Important differences were indicated among the strategies that most affect each performance measure, although the use of multi-functionalteams and the corporate-level development and acceptance of technology strategy mechanisms were significant factors across the board. The results support the framework in that key contributors to R&D outcomes were found in managerial approaches that relate to each of the three elements.

JEL Classification: L65

Suggested Citation

Roberts, Edward B. and Belloti, Paulo Roberto, Managerial Determinants of Industrial R&D Performance: An Analysis of the Global Chemicals/Materials Industry. Available at SSRN: https://ssrn.com/abstract=6713

Edward B. Roberts (Contact Author)

Founder/Chair, Martin Trust Center for MIT Entrepreneurship ( email )

100 Main Street, E62-440
Cambridge, MA 02142
United States
617-253-4934 (Phone)
617-253-2660 (Fax)

Paulo Roberto Belloti

affiliation not provided to SSRN

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