Evolutionary patterns in international research and development

Integrated Manufacturing Systems

Volumn 7, Issue 2, 1996, Pages 5-15

  Chiesa, Vittorio ^a  

^a POLITECNICO DI MILANO   (Italy)

Author keywords

[No Author keywords available]

Indexed keywords

ECONOMIC AND SOCIAL EFFECTS; GEOGRAPHICAL REGIONS; INDUSTRIAL RESEARCH; INTERNATIONAL COOPERATION; INTERNATIONAL TRADE; MARKETING; PERSONNEL; PRODUCT DESIGN; TECHNOLOGY; TECHNOLOGY TRANSFER;

EVOLUTIONARY PATTERNS; INTERNATIONALIZATION; PRODUCT DEVELOPMENT; TECHNOLOGICAL INNOVATION;

RESEARCH AND DEVELOPMENT MANAGEMENT;

EID: 0029728630     PISSN: 09576061     EISSN: None     Source Type: Journal    
DOI: 10.1108/09576069610111855     Document Type: Article

References (37)

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27. This classification is very similar to those proposed by other authors, for example Hewitt[11] classifies foreign R&D types into: adaptive R&D units (to adapt products developed elsewhere to local markets), local original R&D labs (to develop new products suitable for the local market), global original R&D labs (playing a specialized role in a centrally coordinated plan). The same categories are used by Pearce[8]: support labs, locally integrated labs and internationally independent labs. Ronstadt adds the corporate technology units which are units that do basic research work.
28. As Steele[22] notes: "Once some technical capability has been established, domestic scientists and engineers are certain to see additional opportunities for improvement".
29. Hakanson, L. and Zander, U, "International management of R&D: the Swedish experience", R&D Management, Vol. 18 No. 3, 1988.
30. Most managers interviewed were responsible for both central and foreign R&D units. This reduced the risk that their answers were biased by their personal interests in stressing the role of central or foreign units.
31. The three parts mirror the logical sequence in which the interviews have been conducted.
32. The analysis has especially concerned those units which played a global role at that time, in particular the determinant of decentralization and the type of interaction with the other R&D units within the structure (see Table V).
33. Although rarely, different views about the evolution of the role of certain units emerged at business unit level. Thus, answers from business unit managers and researchers were checked by corporate managers.
34. The fulfilment of the scanning task requires different skills from the adaptation task. Adaptation implies that an already developed product is adapted to local needs and that technological capabilities are in place. The adaptation process is often achieved by involving customers directly in the process. Scanning implies that needs are anticipated. In this case, key sources of market knowledge need to be monitored continuously Moreover, scanning units usually monitor both market and technological knowledge sources, whereas adaptive unit activities are market-oriented.
35. Note that the regression of a unit from local original to adaptive is remarkable. Local original units have their own technological resources to develop new products for local markets; adaptive units perform technological adaptations of already exisiting products.
36. Of course, autonomous units also have to negotiate their R&D budget with the headquarters. Here a distinction is made between units which are allowed to allocate resources from units which have resources allocated to them.
37. The evolution of a scanning unit to an adaptive unit seems to be a possible trend in the future. At present, there are more adaptive units which become scanning units than the reverse. This means that the rationalization process to which adaptive units are subject is still in progress.