R & D Management

Chiesa, Vittorio; Frattini, Federico

doi: 10.1111/j.1467-9310.2007.00476.xpmid: N/A

Researchers and practitioners have recently paid great attention to research and development (R&D) performance measurement, although it is acknowledged to be a very challenging task because of R&D intrinsic uncertainty and complexity levels. In this paper, the problem of designing a performance measurement system (PMS) for R&D activities is addressed; specifically, we investigate if and how the design of the PMS is influenced by the type of activity it is applied to, namely Basic and Applied Research or new product development (NPD). We first develop a theoretical framework that comprises the main constitutive elements of a PMS for R&D. Then the framework is used for supporting a multiple case study analysis involving eight Italian technology‐intensive firms. The research results show that the criteria for designing the constitutive elements of the PMS are radically different in Basic and Applied Research and NPD. The reasons behind the observed dissimilarities in the design criteria are widely discussed in the paper, as well as their implications for R&D managers.

Makri, Marianna; Lane, Peter J.

doi: 10.1111/j.1467-9310.2007.00477.xpmid: N/A

Building on macroeconomic research on technology searches in response to diminishing technological opportunities, we develop an industry‐level search theoretic model of productivity, knowledge sources, and innovation. We argue that increasing the use of science in technology development increases the novelty of ideas in the innovation search distribution and thus increases the likelihood of finding productivity improvements. We also propose that this relationship will hold outside the traditional science‐based industries (pharmaceuticals, chemicals), and that there is no similar relationship between productivity and non‐science patents. Random effect analyses of 32 US manufacturing industries during 1985–1997 support these hypotheses.

Pries, Fred; Guild, Paul

doi: 10.1111/j.1467-9310.2007.00478.xpmid: N/A

The creation of start‐up firms is an important method of commercializing new technologies arising from R&D at universities and other research institutions. Most research into start‐ups presumes that these firms develop products or services. However, start‐ups may operate through markets for technology by selling or licensing rights to use their technology to other firms – typically established firms – who develop and sell new products or services based on the technology. In this study of 57 public start‐up firms created to commercialize the results of university research, we find evidence that (1) operating through markets for technology is a common approach to commercialization, (2) start‐ups that operate in markets for technology can be effectively distinguished in practice from start‐ups operating through product markets, and (3) there are substantive differences in the business activities of firms depending on whether they operate through product markets or markets for technology.

Sankaran, Jayaram K.; Mouly, V. Suchitra

doi: 10.1111/j.1467-9310.2007.00479.xpmid: N/A

Biotechnology is turning a traditionally low‐tech industry (food) into a high‐tech industry (functional food/nutraceuticals). There is a real need to enhance managerial understanding by clarifying the nature of innovation processes in the functional food industry, including the role of research and development (R&D) and collaboration. The present investigation focuses on a particular segment of the functional food industry, viz. marine‐based nutraceuticals. We find that various hurdles thwart the fullest realization of the business potential of marine bio‐actives in the pharmaceutical space. However, the innovation of commercially viable marine‐based nutraceuticals/cosmeceuticals is yet possible if the extraction route for supply is a feasible fallback option, should industrial‐scale synthesis prove elusive. Effectiveness in innovation is facilitated by the collaboration of various disciplines including epidemiology, traditional/folkloric medicine, aquaculture/fermentation, natural products chemistry, toxicology, and relevant strands of medical, pharmacological, and clinical research. In this regard, the inter‐disciplinary field of ethno‐pharmacology rises to prominence. Universities and government research institutes may be well positioned to drive such collaboration and reap the benefits from problem definition in addition to problem solving. Toward this end, the findings from the present study are integrated into a phased approach toward the innovation of commercially viable marine‐based nutraceuticals that is targeted at entrepreneurs in this field.

Ryan, James C.; Hurley, John

doi: 10.1111/j.1467-9310.2007.00480.xpmid: N/A

This research is an empirical examination of the relationship between organizational characteristics and scientific research effectiveness. A sample of research‐active scientists (N=295) from 25 biological and chemical science university research departments took part in this study. Data were collected using the Organizational Culture Survey (Glaser et al., 1987), which measures six organizational characteristics of the research environment. Organizational characteristics are analysed across a measure of departmental research performance. Results support the hypothesis that specific characteristics of the organizational environment are related to research performance. The implications of these findings for the existing literature and the future management and organization of scientific research departments are discussed.

Lewi, Paul J.; Smith, Adam

doi: 10.1111/j.1467-9310.2007.00481.xpmid: N/A

During the past decade pharmaceutical research has become increasingly dependent on processes, stage gating and market orientation. The result has been a shift of attention from the individual researcher, patient and physician to hierarchical management structures. While the latter may work well in incremental innovation, such structures are far from optimal for fostering the type of environment that most often leads to breakthrough research. The authors describe here, from personal experience, the success factors of one of the most productive research enterprises that the pharmaceutical industry has known. Janssen Pharmaceutica was founded and directed by the late Dr Paul Janssen, whose life and work are described in brief. His style of management can be characterized as people‐oriented in contrast with the more common process‐oriented style of organizing research. Janssen's concept rested on giving maximal freedom to competent and trusted researchers while continuously probing their activities and focusing their efforts towards achievable goals. Rather than give a formal description of this unique concept, the authors describe a typical day in Janssen's laboratory. Dr Janssen, although being a world‐class scientist and entrepreneur, only occasionally published about the factors that contributed to his success. Rather he preferred to explain his concept of organizing around competent people and continuous critical questioning in the form of metaphors. Four of his typical metaphors are discussed here in some detail. Finally, the authors try to answer three frequently heard objections to the actual validity of this concept.

Bryde, David James; Joby, Roger

doi: 10.1111/j.1467-9310.2007.00482.xpmid: N/A

As the cost of clinical trials continues to rise organisations are looking at ways of managing this part of the drug development process as effectively and efficiently as possible. As a tactical response, many pharmaceutical companies outsource the management of clinical trials to clinical research organisations on a fixed‐price contract basis. This paper presents an alternative approach based on the concept of Product‐Based Planning. Key elements of the approach are the creation of a deliverables budget and the establishment of project management‐related deliverables. The conceptual developments described in the paper are supported by a telephone survey of 10 UK practitioners. The survey confirms the prevalence and limitations of fixed‐price contracts while highlighting a willingness to try a deliverable‐based approach – initially through small pilot studies. The key barrier to implementing a new approach is resistance from key stakeholders, such as finance departments, which can be addressed through selling of the business case.

TROTT, PAUL

doi: 10.1111/j.1467-9310.2007.00483.xpmid: N/A

VON ZEDTWITZ, MAXIMILIAN

doi: 10.1111/j.1467-9310.2007.00483_1.xpmid: N/A