Managing interfaces in international R & D:
Gespeichert in:
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
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1999
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 308 S. graph. Darst., Kt. |
Internformat
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Datensatz im Suchindex
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| adam_text | List of Contents
Preface iii
Contents v
List of Figures vii
List of Tables xi
Abbreviations xiii
1 Introduction 1
1.1 Research Focus 1
1.2 Research Design 9
1.3 Research Methodology 18
1.4 Structure of Thesis 24
2 Internationalization of R D 27
2.1 Foreign Direct Investment and Multinational Companies 27
2.2 Trends in R D Internationalization 30
2.3 R D Internationalization, R D Intensity and Sales
Internationalization 33
2.4 Determinants for R D Internationalization 40
3 Overlaying Structures of International R D Organization 57
3.1 A Framework for Managing R D Organization 57
3.2 Four Structures of R D Organization 61
3.3 Innovation and Communication 68
3.4 Overlaying Structures: Two Examples 75
3.5 Conclusions 82
4 Managing Corporate Research 85
4.1 The Role of Corporate Research in R D 86
v j List of Contents
4.2 Three Filters in Research and the R to D Interface 99
4.3 The Right Ideas 102
4.4 The Right Projects Ill
4.5 The Right Transfer 117
4.6 Conclusions 138
5 Towards Global R D Management 142
5.1 Five Trends in Organizing International R D 142
5.2 Trend 1: Localization and External Orientation 152
5.3 Trend 2: Tapping Local Knowledge and Technology 166
5.4 Trend 3: Exploiting and Assigning Local Competencies 182
5.5 Trend 4: Realizing Synergy Across Multiple Locations 200
5.6 Trend 5: Improving Efficiency and Reducing R D Costs 221
6 New Models for Transnational R D 247
6.1 Different Trends in Internationalization for Research
and Development 247
6.2 Managing the International R to D Interface 253
6.3 A Transaction Cost Model for R D Internationalization 264
6.4 Summarizing the Trends 267
7 Implications for Managing Interfaces in International R D............. 270
7.1 Management Summary 270
7.2 New Challenges and Issues for Further Research 277
Bibliography 281
List of Interviews 302
Curriculum Vitae 309
List of Figures
Fig 1.1. Emerging issues in the organization and management of R D 2
Fig. 1.2. Challenges for international research and development 7
Fig. 1.3. Some relevant literature concerning R D management,
technology and knowledge transfer, and international management 11
Fig. 1.4. International R D and the R to D interface 16
Fig. 1.5. Types of international innovation processes 18
Fig. 1.6. Expanding the research conducted in the first phase, an
additional 154 interviews in 50 companies were conducted 21
Fig. 1.7. The circle of research: Merging Popper s advancement of
scientific knowledge with qualitative research methodology 23
Fig. 1.8. A constructionsists perspective on research 24
Fig. 1.9. Structure of the thesis 26
Fig. 2.1. Shares of the largest companies in FDI and R D per country 30
Fig. 2.2. Increasing internationalization of R D in Europe, Japan, and US 32
Fig. 2.3. Balance of US and foreign industrial R D investment in US 34
Fig. 2.4. R D internationalization of 53 technology intensive
companies (1995 1998) 36
Fig. 2.5. R D internationalization as compared to sales internationalization
of 46 technology intensive companies 39
Fig. 2.6. Spatial dispersion of 713 R D sites (of 62 companies) around
the world: R D concentration in centers of innovation 42
Fig. 3.1. Four levels of structure in international R D organization 58
Fig. 3.2. Issues in international R D organization 59
Fig. 3.3. Functional and hierarchical barriers create islands of
knowledge and communication 64
Fig. 3.4. Organizational drivers in the four levels of structure in international R D...65
Fig. 3.5. Establishing communities of practice into formal routines
and organizational units at times T1.T2, andT3 69
Fig. 3.6. Means and boundaries of communication depends on organizational units. ..71
Fig. 3.7. Four different modes of communication in organizations 73
Fig. 3.8. Intertemporal and cross functional knowledge transfer
between R and D at IBM 77
Fig. 3.9. The core team helps to maintain and transfer project specific
knowledge brought in by one member of the team (A) for potential
later use by another team member (B), as in this example. A direct
viii List of Figures
linkage between A and B is unlikely to be established because it
may not be known whether B joins the team at the time A quit the
team nor whether the knowledge imparted by A will be used at all 78
Fig. 3.10. Clubs serve as know how transfer networks to draw people with
common interests and problems out of the hierarchical, functional and
project structure to communicate across departmental boundaries 80
Fig. 3.11 Overlaying structures can solve problems that arise from
functional barriers and geographical dispersion 83
Fig. 4.1. Focus of this chapter: the R to D interface 85
Fig. 4.2. Comparison of the traditional linear understanding of R D versus
the Pulling on the String approach 89
Fig. 4.3. Knowledge creation in three regions: United States, Europe, and Japan.
Based on 713 R D sites, this figure distinguishes between foreign and
national R D, as well as between research and development locations 92
Fig. 4.4. Research must make sure that the right ideas are selected, the right
projects are created, and the research results are correctly transferred 101
Fig. 4.5. Principal problems associated with managing the R to D interface 102
Fig. 4.6. Focus of R D activities at Hewlett Packard 104
Fig. 4.7. The knowledge value chain 105
Fig. 4.8. The Circle Member Group sets Daimler Benz in direct contact
with world wide leading experts in science and technology 107
Fig. 4.9. How much structure is good for R D? 110
Fig. 4.10. Average share of business unit participation in corporate research
projects 114
Fig. 4.11. R D projects with different time horizons should be managed
with different management methods. Traditional R D management
is sup optimal because it does not adequately address both
long term and short term horizons 115
Fig. 4.12. In a three tier organization like at NEC or Hitachi, R D activities
are separated according to time horizon and cycle times 117
Fig. 4.13. NEC distinguishes R D activities according to time horizons: R D
for today, R D for tomorrow, and R D for the day after tomorrow.
DRAM R D stages are depicted as an example, and average shares
of R D expenses are given 118
Fig. 4.14. A symmetrical model for explaining technology transfer
between R and D 120
Fig. 4.15. Matchmaker Shimohara: Double role in research and development 131
Fig. 4.16. Interlacing personnel exchange at Kao: Know how transfer via
development engineer and concept project leader 134
Fig. 4.17. At Hitachi, Strategic Business Projects are established in order to
bring new technology to commercialization quickly 137
Fig. 4.18. Approaches towards managing the R to D Interface 140
List of Figures ix
Fig. 5.1. In this chapter the focus is on international R D 143
Fig. 5.2. Five typical organizational forms of international R D 145
Fig. 5.3. Five trends characterize organizational change between typical
forms of international R D organization 147
Fig. 5.4. Ethnocentric centralized R D at Nippon Steel. All R D activities
are carried out at the home base 154
Fig. 5.5. Main problems driving ethnocentric centralized R D towards
more openness 156
Fig. 5.6. Trend 1: External orientation of ethnocentric centralized R D
towards more openness 157
Fig. 5.7. Multilateral and intertemporal knowledge transfer at the Advanced
Telecommunication Research Institute 159
Fig. 5.8. Principal approaches towards more openness in ethnocentric
centralized R D organizations 164
Fig. 5.9. Daimler Benz s R D hub model listening posts and tightly
coordinated research sites (1997) 167
Fig. 5.10. Main problems driving centralized R D organizations towards
establishing local R D presence 168
Fig. 5.11. Trend 2: Tapping into local centers of innovation with a hub like
R D organization 169
Fig. 5.12. Some approaches towards accessing local technology and talent 182
Fig. 5.13. NEC s core technology program integrating base technologies and
product development 183
Fig. 5.14. NEC s strategic technology domains provide a platform
for interlaboratory R D projects 184
Fig. 5.15. Main problems faced by hub organizations when trying to
leverage know how world wide 186
Fig. 5.16. Trend 3: Leveraging local know how and assigning competencies
in hub like R D organizations 187
Fig. 5.17. Classification of international research sites at Daimler Benz including
representative offices, technology liaison offices, and research centers 189
Fig. 5.18. A local R D unit of a foreign company can be both recipient and
provider of technology 196
Fig. 5.19. Principal approaches towards leveraging and exploiting
local competencies 199
Fig. 5.20. Shell s international network of R D units 202
Fig. 5.21. Main problems of creating synergy among dispersed units
in polycentric decentralized R D organizations 203
Fig. 5.22. Trend 4: Realizing synergy in polycentric decentralized
R D organizations 204
Fig. 5.23. HP s decentralized project to improve technology transfer 206
Fig. 5.24. Hitachi s competence based virtual R D laboratory 208
x List of Figures
Fig. 5.25. Decentralized R D in an European project 210
Fig. 5.26. At Unisys, remote teams ensure efficient communication
between R D locations 212
Fig. 5.27. Money, knowledge, and property flows within a tax optimizing
technology intensive company such as Nestle 216
Fig. 5.28. ABB s PIPE system module 1: Communicate new ideas! 218
Fig. 5.29. ABB s PIPE system module 2: Assess value of new ideas! 219
Fig. 5.30. ABB s PIPE system module 3: Get decisions quickly! 220
Fig. 5.31 Main approaches towards realizing synergy among
decentralized R D units 222
Fig. 5.32. Schindler developed its competence based R D network in order to
overcome a polycentric decentralized organization of R D locations 225
Fig. 5.33. Main problems in managing integrated R D networks 226
Fig. 5.34. Trend 5: Improving efficiency and reducing costs in the
integrated R D network 227
Fig. 5.35. The path leading to the Rolic spin off of the liquid crystal
activities at Roche 231
Fig. 5.36. Criterion Software and Renderware towards flat hierarchy
and market orientation 233
Fig. 5.37. International collaboration between Ballard, Ford, and Daimler Benz 236
Fig. 5.38. Project hand over between research and development at
Hoffmann La Roche. Result responsibility moves from functional
management to project management 239
Fig. 5.39. Technology Management as a new competence center 241
Fig. 5.40. Principal approaches towards more efficiency and cost
reduction in international R D 244
Fig. 6.1. Internal forces drive the evolution of research and development 248
Fig. 6.2. Principal determinants in internationalization of research
and development 250
Fig. 6.3. Organizational structures of internationalized research and
development 251
Fig. 6.4. Four archetypes of internationalized research and development 252
Fig. 6.5. Successful companies feature three tiered R D organization.
Numerical values vary between industries and even companies 255
Fig. 6.6. Important criteria in the R to D process: Managing R D interfaces 257
Fig. 6.7. In interlocal R D projects, prearranged communication is a critical
success factor. The forms of transnational project organization
(Gassmann, 1997) are given as a reference 262
Fig. 6.8. Minimizing total organizational costs by balanced coordination.
Total costs are minimal when the absolute gradients of the two
contributing cost curves are equal 266
List of Tables
Table 1.1. List of industrial companies sorted by location where second phase
research interviews were conducted 22
Table 2.1. Outflow of FDI from five major countries (billion US $) 28
Table 2.2. Drivers of R D internationalization: input and output orientation 45
Table 2.3. Ten hot spots in the US for technology development 46
Table 2.4. Drivers of R D internationalization: output orientation 48
Table 2.5. Drivers of R D internationalization: efficiency orientation 49
Table 2.6. Drivers of R D internationalization: political/socio cultural and
external factors 51
Table 2.7. R D internationalization is balanced by factors disfavoring
international R D activities and factors favoring R D centralization 54
Table 4.1. Reasons for seeing local R D facilities in a global context 91
Table 4.2. Main activities and location of 713 R D sites 93
Table 4.3. Task environment characteristics of the main categories of R D 96
Table 4.4. Different focus in research and development 98
Table 4.5. Changing nature of R D activities from research to development 111
Table 4.6. Percentage of funding, all industries, US data for 1995 113
Table 4.7. Important problems with technology transfer 121
Table 4.8. Critical issues in the three phases of knowledge and technology
transfer: Preparatory activities 127
Table 4.9. Critical issues in the three phases of knowledge and technology
transfer: Execution, and follow up activities 128
Table 5.1. The five organizational types of international R D differ in terms of
organizational structure and behavioral orientation 146
Table 5.2. Global issues in R D localization: Towards the open R D
organization 148
Table 5.3. Global issues in R D tapping: Towards accessing local expertise 148
Table 5.4. Global issues in exploiting R D competencies: Towards leveraging
local know how worldwide 149
Table 5.5. Global issues in realizing R D synergy: Towards the Integrated R D
Network 150
Table 5.6. Global issues in making dispersed R D more efficient: Towards the
global R D organization 151
Table 5.7. Overview over the five trends and the 30 investigated mini cases 152
Table 5.8. Lessons learned from R D localization 165
xii List of Tables
Table 5.9. Lessons learned from tapping local R D know how 181
Table 5.10. NEC s domestic and international R D sites 185
Table 5.11. Lessons learned from leveraging local know how worldwide 200
Table 5.12. Lessons learned from realizing synergy in decentralized R D 221
Table 5.13. Lessons learned from managing towards efficiency and cost cutting
in the integrated R D network 245
Table 7.1. Drivers of R D internationalization 271
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| spelling | Zedtwitz, Maximilian von 1969- Verfasser (DE-588)120671417 aut Managing interfaces in international R & D von Maximilian von Zedtwitz 1999 XIV, 308 S. graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 1999 Internationale ondernemingen gtt Research and Development gtt Multinationales Unternehmen Forschung und Entwicklung (DE-588)4017897-3 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Internationalisierung (DE-588)4162106-2 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Forschung und Entwicklung (DE-588)4017897-3 s Internationalisierung (DE-588)4162106-2 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008786942&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Zedtwitz, Maximilian von 1969- Managing interfaces in international R & D Internationale ondernemingen gtt Research and Development gtt Multinationales Unternehmen Forschung und Entwicklung (DE-588)4017897-3 gnd Management (DE-588)4037278-9 gnd Internationalisierung (DE-588)4162106-2 gnd |
| subject_GND | (DE-588)4017897-3 (DE-588)4037278-9 (DE-588)4162106-2 (DE-588)4113937-9 |
| title | Managing interfaces in international R & D |
| title_auth | Managing interfaces in international R & D |
| title_exact_search | Managing interfaces in international R & D |
| title_full | Managing interfaces in international R & D von Maximilian von Zedtwitz |
| title_fullStr | Managing interfaces in international R & D von Maximilian von Zedtwitz |
| title_full_unstemmed | Managing interfaces in international R & D von Maximilian von Zedtwitz |
| title_short | Managing interfaces in international R & D |
| title_sort | managing interfaces in international r d |
| topic | Internationale ondernemingen gtt Research and Development gtt Multinationales Unternehmen Forschung und Entwicklung (DE-588)4017897-3 gnd Management (DE-588)4037278-9 gnd Internationalisierung (DE-588)4162106-2 gnd |
| topic_facet | Internationale ondernemingen Research and Development Multinationales Unternehmen Forschung und Entwicklung Management Internationalisierung Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=008786942&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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