Managerial Determinants of Industrial R&D Performance: An Analysis of the Global Chemicals/Materials Industry
Posted: 25 Aug 1998
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: Suggested Citation