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by Olga Lelebina, Martine Le Boulaire, Lise Gastaldi, Natalia Bobadilla, Patrick Gi
Innovation, Research and Development Management
Cover
Foreword
General Introduction
I.1. Managing R&D and innovation: current and critical issues
I.2. A book on R&D management of large industrial enterprises
I.3. A descriptive and analytical book aimed at a wide audience
I.4. Structure of the book
1 R&D and New Competitive Challenges: Between Intensive Innovation Strategy and Internationalization
1.1. Strategy and R&D
1.2. Environmental factors influencing business strategies in R&D and their consequences
1.3. R&D strategies tested overseas: the example of China
1.4. Conclusion
2 Work in R&D and its Transformations
2.1. Specifics of R&D work and its heterogeneity
2.2. The main transformations of R&D work since 1990
2.3. Current tensions and open questions as to the future of work in R&D
2.4. Conclusion
3 Rationalization and Creativity: R&D under Pressure
3.1. Permanent rationalizations and reduction of available resources in R&D
3.2. Creativity: between individual attribute and social process
3.3. Ingredients and negative effects of slack reductions on creativity
3.4. Mechanisms linking slack reduction and creativity
3.5. Conclusion
4 Managing R&D Professionals: HRM Practices and Current Challenges
4.1. HRM and R&D: complex relationships
4.2. HRM development in R&D today
4.3. The new challenges of HRM in R&D
4.4. Conclusion
5 Collective Expertise: Forms and Methods of Management
5.1. Collective expertise in R&D
5.2. Two forms of structuring: “horizontal” and “vertical”
5.3. Conclusion
6 Performance Management in R&D
6.1. Performance in R&D
6.2. Budgetary control of R&D departments
6.3. Innovation project management control
6.4. Conclusion
Bibliography
Index
End User License Agreement
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Title Page
Table of Contents
Cover
Foreword
General Introduction
I.1. Managing R&D and innovation: current and critical issues
I.2. A book on R&D management of large industrial enterprises
I.3. A descriptive and analytical book aimed at a wide audience
I.4. Structure of the book
1 R&D and New Competitive Challenges: Between Intensive Innovation Strategy and Internationalization
1.1. Strategy and R&D
1.2. Environmental factors influencing business strategies in R&D and their consequences
1.3. R&D strategies tested overseas: the example of China
1.4. Conclusion
2 Work in R&D and its Transformations
2.1. Specifics of R&D work and its heterogeneity
2.2. The main transformations of R&D work since 1990
2.3. Current tensions and open questions as to the future of work in R&D
2.4. Conclusion
3 Rationalization and Creativity: R&D under Pressure
3.1. Permanent rationalizations and reduction of available resources in R&D
3.2. Creativity: between individual attribute and social process
3.3. Ingredients and negative effects of slack reductions on creativity
3.4. Mechanisms linking slack reduction and creativity
3.5. Conclusion
4 Managing R&D Professionals: HRM Practices and Current Challenges
4.1. HRM and R&D: complex relationships
4.2. HRM development in R&D today
4.3. The new challenges of HRM in R&D
4.4. Conclusion
5 Collective Expertise: Forms and Methods of Management
5.1. Collective expertise in R&D
5.2. Two forms of structuring: “horizontal” and “vertical”
5.3. Conclusion
6 Performance Management in R&D
6.1. Performance in R&D
6.2. Budgetary control of R&D departments
6.3. Innovation project management control
6.4. Conclusion
Bibliography
Index
End User License Agreement
List of Tables
2 Work in R&D and its Transformations
Table 2.1. Working in professions and projects (adapted from Zannad [ZAN 08])
3 Rationalization and Creativity: R&D under Pressure
Table 3.1. Types of slack reduction
Table 3.2. Relationships between slack and innovation: theoretical perspectives
4 Managing R&D Professionals: HRM Practices and Current Challenges
Table 4.1. Project manager’s skills by project type (according to Garel et al. [GAR 03b])
Table 4.2. Consequences of the adoption of open innovation on the HRM practices of four multinational companies (adapted from Petroni et al. [PET 12, p. 170])
6 Performance Management in R&D
Table 6.1. Example of KPI according to stakeholders’ priorities (excerpt from Agostino et al. [AGO 12, p. 56])
Table 6.2. Example of an R&D department budget
Table 6.3. Assignment of resources to tasks
List of Illustrations
1 R&D and New Competitive Challenges: Between Intensive Innovation Strategy and Internationalization
Figure 1.1. Map of the Nestlé group’s R&D center locations. For a color version of this figure, see www.iste.co.uk/gilbert/innovation.zip
3 Rationalization and Creativity: R&D under Pressure
Figure 3.1. Dynamics of investment in R&D, sales and profitability in EU countries
4 Managing R&D Professionals: HRM Practices and Current Challenges
Figure 4.1. A representation of the dual ladder scale
5 Collective Expertise: Forms and Methods of Management
Figure 5.1. Representation of a “monodisciplinary community target” in an engineering company.
6 Performance Management in R&D
Figure 6.1. Allocation of resources to tasks
Guide
Cover
Table of Contents
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