The politics of technology Management: Influence and tactics in project selection

Technology Analysis and Strategic Management

Volumn 8, Issue 1, 1996, Pages 47-58

  Cabral Cardoso, Carlos ^a  

^a UNIVERSITY OF MINHO   (Portugal)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 6944233044     PISSN: 09537325     EISSN: None     Source Type: Journal    
DOI: 10.1080/09537329608524232     Document Type: Article

References (87)

1. O. Jones, K. Green & R. Coombs, 'Technology Management: Developing a Critical Perspective', International Journal of Technology Management, 9, 1994, pp. 156-171.
2. W. E. Souder, 'A Scoring Methodology for Assessing the Suitability of Management Models', Management Science, 18, 1972, pp. B526-B542.
3. J. G. March, 'Bounded Rationality, Ambiguity, and the Engineering of Choice', The Bell Journal of Economics, 9, 1978, pp. 587-608.
4. J. G. March, 'The Technology of Foolishness', in: J. G. March (Ed.), Decisions and Organizations (Oxford, Basil Blackwell, 1988), pp. 253-265.
5. H. K. Klein & R. Hirschheim, 'Fundamental Issues of Decision Support Systems: A Consequentialist Perspective', Decision Support Systems, 1, 1985, p. 9.
6. J. D. Roessner, 'The Multiple Functions of Formal Aids to Decision Making in Public Agencies', IEEE Transactions on Engineering Management, EM-32, 1985, pp. 124-128.
7. G. T. Allison, Essence of Decision (Boston, Little, Brown & Co., 1971).
8. L. W. Steele, 'What We've Learned - Selecting R&D Programs and Objectives', Research-Technology Management, 31, 1988, pp. 17-36.
9. D. L. Hall & A. Nauda, 'An Interactive Approach for Selecting IR&D Projects', IEEE Transactions on Engineering Management, 37, 1990, pp. 126-133; Steele, op. cit., Ref. 8.
10. D. L. Hall & A. Nauda, 'An Interactive Approach for Selecting IR&D Projects', IEEE Transactions on Engineering Management, 37, 1990, pp. 126-133; Steele, op. cit., Ref. 8.
11. Souder, op. cit., Ref. 2.
12. W. E. Souder, 'System for Using R&D Project Selection Methods', Research Management, XXI, 1973, p. 29.
13. W. E. Souder & T. Mandakovic, 'R&D Project Selection Models', Research Management, XXIV, 1986, p. 41.
14. Souder, op. cit., Ref. 2. N. Danila, 'Strategic Evaluation and Selection of R&D Projects', R&D Management, 19, 1989, pp. 47-62.
15. Souder, op. cit., Ref. 2. N. Danila, 'Strategic Evaluation and Selection of R&D Projects', R&D Management, 19, 1989, pp. 47-62.
16. Quoted by T. Higgins, Research Planning and Innovation (Dublin, The Stationary Office, 1977), p. 28.
17. G. I. Doudikis & R. J. Paul, 'A Survey of the Application of Artificial Intelligence Techniques within the OR Society', Journal of the Operational Research Society, 41, 1990, pp. 363-375.
18. L. Dwyer & R. Mellor, 'Corporate Environment and the Proficiency of New Product Process Activities', Technovation, 11, 1991, p. 67.
19. D. C. Bell & A. W. Read, 'The Application of a Research Project Selection Model', R&D Management, 1, 1970, pp. 35-42; E. Ritchie, 'Research on Research: Where do We Stand?', R&D Management, 1, 1970, pp. 3-9.
20. D. C. Bell & A. W. Read, 'The Application of a Research Project Selection Model', R&D Management, 1, 1970, pp. 35-42; E. Ritchie, 'Research on Research: Where do We Stand?', R&D Management, 1, 1970, pp. 3-9.
21. A. G. Lockett & A. E. Gear, 'Programme Selection in Research and Development', Management Science, 18, 1972, pp. B575-B590; Higgins, op. cit., Ref. 14, p. 45.
22. A. G. Lockett & A. E. Gear, 'Programme Selection in Research and Development', Management Science, 18, 1972, pp. B575-B590; Higgins, op. cit., Ref. 14, p. 45.
23. Higgins, op. cit., Ref. 14, p. 28.
24. Higgins, op. cit., Ref. 14, p. 35.
25. A. Langley, 'Formal Analysis and Strategic Decision Making', Omega, 19, 1991, pp. 79-99.
26. Allison, op. cit., Ref. 7.
27. J. E. Ramsey, 'Selecting R&D Projects for Development', Long-Range Planning, 14, 1981, pp. 83-92. Italic not in original.
28. R. E. Seiler, Improving the Effectiveness of Research and Development (New York, McGraw-Hill, 1965), pp. 20-25.
29. I. Krause & J. Liu, 'Benchmarking R&D Productivity', Planning Review, 21, 1993, pp. 16-21 and 52-53.
30. Klein & Hirschheim, op. cit., Ref. 5.
31. J. Pfeffer, Power in Organizations (Marshfield, MA, Pitman Publishing, 1981), p. 7.
32. G. Burrell &G. Morgan, Sociological Paradigms and Organisational Analysis (London, Heinemann, 1979).
33. J. Pfeffer & G. R. Salancik, 'Organisational Decision Making as a Political Process: The Case of a University Budget', Administrative Science Quarterly, 19, 1974, pp. 135-151.
34. A. Drory & T. Romm, 'The Definition of Organisational Politics: A Review', Human Relations, 43, 1990, pp. 1133-1154.
35. R. L. Allen & L. W. Porter, Organisational Influence Process (Glenview, IL, Scott, Foresman & Co., 1983).
36. S. B. Bacharach & E. J. Lawler, Power and Politics in Organisations: The Social Psychology of Conflict, Coalitions, and Bargaining (San Francisco, Jossey-Bass Publishers, 1980); D. D. Dill & A. W. Pearson, 'The Effectiveness of Project Managers: Implications of a Political Model of Influence', IEEE Transactions on Engineering Management, EM-31, 1984, pp. 138-146; Drory & Romm, op. cit., Ref. 30.
37. S. B. Bacharach & E. J. Lawler, Power and Politics in Organisations: The Social Psychology of Conflict, Coalitions, and Bargaining (San Francisco, Jossey-Bass Publishers, 1980); D. D. Dill & A. W. Pearson, 'The Effectiveness of Project Managers: Implications of a Political Model of Influence', IEEE Transactions on Engineering Management, EM-31, 1984, pp. 138-146; Drory & Romm, op. cit., Ref. 30.
38. S. B. Bacharach & E. J. Lawler, Power and Politics in Organisations: The Social Psychology of Conflict, Coalitions, and Bargaining (San Francisco, Jossey-Bass Publishers, 1980); D. D. Dill & A. W. Pearson, 'The Effectiveness of Project Managers: Implications of a Political Model of Influence', IEEE Transactions on Engineering Management, EM-31, 1984, pp. 138-146; Drory & Romm, op. cit., Ref. 30.
39. R. J. Thomas, What Machines Can't Do: Politics and Technology in the Industrial Enterprise (Berkeley, University of California Press, 1994), p. 229.
40. T. Mandakovic & W. E. Souder, 'An Interactive Decomposable Heuristic for Project Selection', Management Science, 31, 1985, pp. 1257-1271.
41. D. A. Hounshell & J. K. Smith Jr, Science and Corporate Strategy: Du Pont R&D, 1902-1980 (Cambridge, Cambridge University Press, 1988), pp. 300-309.
42. W. H. Gruber, O. H. Poensgen & F. Prakke, 'The Isolation of R&D From Corporate Management', Research Management, XVI, 1973, pp. 27-32; M. B. Graham, The Business of Research: RCA and the Videodisc (Cambridge, Cambridge University Press, 1986), pp. 227-235.
43. W. H. Gruber, O. H. Poensgen & F. Prakke, 'The Isolation of R&D From Corporate Management', Research Management, XVI, 1973, pp. 27-32; M. B. Graham, The Business of Research: RCA and the Videodisc (Cambridge, Cambridge University Press, 1986), pp. 227-235.
44. Graham, op. cit., Ref. 36, p. 222; J. A. Raelin, The Clash of Cultures: Managers Managing Professionals (Boston, Harvard Business School Press, 1991).
45. Graham, op. cit., Ref. 36, p. 222; J. A. Raelin, The Clash of Cultures: Managers Managing Professionals (Boston, Harvard Business School Press, 1991).
46. A. D. Biller & E. S. Shanley, 'Understanding the Conflicts Between R&D and Other Groups', Research Management, XVIII, 1975, pp. 16-21; O. Jones, 'Professionals in Organisations: The Case of R&D Scientists', presented at the Third ESRC Seminar on Professions in Late Modernity, Manchester School of Management, UMIST, 12 October 1994.
47. A. D. Biller & E. S. Shanley, 'Understanding the Conflicts Between R&D and Other Groups', Research Management, XVIII, 1975, pp. 16-21; O. Jones, 'Professionals in Organisations: The Case of R&D Scientists', presented at the Third ESRC Seminar on Professions in Late Modernity, Manchester School of Management, UMIST, 12 October 1994.
48. Pfeffer, op. cit., Ref. 27.
49. Roessner, op. cit., Ref. 6; C. Cabral-Cardoso, The Use and Role of Formal Methods in R&D Project Selection Processes (PhD Thesis, University of Manchester, 1993).
50. Roessner, op. cit., Ref. 6; C. Cabral-Cardoso, The Use and Role of Formal Methods in R&D Project Selection Processes (PhD Thesis, University of Manchester, 1993).
51. A. Langley, 'In Search of Rationality: The Purposes Behind the Use of Formal Analysis in Organisations', Administrative Science Quarterly, 34, 1989, pp. 598-631; A. Langley, 'Patterns in the Use of Formal Analysis in Strategic Decisions', Organization Studies, 11, 1990, pp. 17-45.
52. A. Langley, 'In Search of Rationality: The Purposes Behind the Use of Formal Analysis in Organisations', Administrative Science Quarterly, 34, 1989, pp. 598-631; A. Langley, 'Patterns in the Use of Formal Analysis in Strategic Decisions', Organization Studies, 11, 1990, pp. 17-45.
53. C. H. Weiss, 'The Many Meanings of Research Utilization', Public Administration Review, 39, 1979, pp. 426-431; K. Nilsson, 'Utilization Patterns and Strategies in Three Policy Sectors', Science Studies, 5, 1992, pp. 29-46.
54. C. H. Weiss, 'The Many Meanings of Research Utilization', Public Administration Review, 39, 1979, pp. 426-431; K. Nilsson, 'Utilization Patterns and Strategies in Three Policy Sectors', Science Studies, 5, 1992, pp. 29-46.
55. M. S. Feldman & J. G. March, 'Information in Organisations as Signal and Symbol', Administrativ Science Quarterly, 26, 1981, pp. 171-186.
56. Klein & Hirschheim, op. cit., Réf. 5.
57. P. Marsh, P. Barwise, K. Thomas & R. Wensley, 'Managing Strategic Investment Decisions', in: A. M. Pettigrew (Ed.), Competitiveness and the Management Process (Oxford, Basil Blackwell, 1988), pp. 86-136.
58. M. L. Tushman, 'A Political Approach to Organisations: A Review and Rationale', Academy of Management Review, 2, 1977, pp. 206-216; D. Farrell & J. C. Petersen, 'Patterns of Political Behavior in Organizations', Academy of Management Review, 7, 1982, pp. 403-412; P. J. Schoemaker, 'Strategic Decisions in Organisations: Rational and Behavioural Views', Journal of Management Studies, 30, 1993, pp. 107-129.
59. M. L. Tushman, 'A Political Approach to Organisations: A Review and Rationale', Academy of Management Review, 2, 1977, pp. 206-216; D. Farrell & J. C. Petersen, 'Patterns of Political Behavior in Organizations', Academy of Management Review, 7, 1982, pp. 403-412; P. J. Schoemaker, 'Strategic Decisions in Organisations: Rational and Behavioural Views', Journal of Management Studies, 30, 1993, pp. 107-129.
60. M. L. Tushman, 'A Political Approach to Organisations: A Review and Rationale', Academy of Management Review, 2, 1977, pp. 206-216; D. Farrell & J. C. Petersen, 'Patterns of Political Behavior in Organizations', Academy of Management Review, 7, 1982, pp. 403-412; P. J. Schoemaker, 'Strategic Decisions in Organisations: Rational and Behavioural Views', Journal of Management Studies, 30, 1993, pp. 107-129.
61. J. Pfeffer, Organizations and Organization Theory (Boston, Pitman, 1982), p. 15; K. J. Klein, F. Dansereau & R. J. Hall, 'Levels Issues in Theory Development, Data Collection, and Analysis', Academy of Management Review, 19, 1994, pp. 195-229.
62. J. Pfeffer, Organizations and Organization Theory (Boston, Pitman, 1982), p. 15; K. J. Klein, F. Dansereau & R. J. Hall, 'Levels Issues in Theory Development, Data Collection, and Analysis', Academy of Management Review, 19, 1994, pp. 195-229.
63. Cabral-Cardoso, op. cit., Ref. 40.
64. R. L. Butchard, 'A New UK Definition of the High Technology Industries', Economics Trends, 400, 1987, pp. 82-88.
65. Pfeffer, op. cit., Ref. 27.
66. Weiss, op. cit., Ref. 42.
67. Farrell & Petersen, op. cit., Ref. 46.
68. Langley, op. cit., Ref. 41, p. 598.
69. Dill & Pearson, op. cit., Ref. 32.
70. J. Pfeffer, 'Understanding Power in Organizations', California Management Review, 34, 1992, p. 29.
71. Steele, op. cit., Ref. 8, p. 35.
72. Klein & Hirschheim, op. cit., Ref. 5, p. 7.
73. Graham, op. cit., Ref. 36, p. 222; Raelin, op. cit., Ref. 37.
74. Graham, op. cit., Ref. 36, p. 222; Raelin, op. cit., Ref. 37.
75. Langley, op. cit., Ref. 41, p. 607.
76. Pfeffer, op. cit., Ref. 27, p. 228.
77. M. Midgley, Science as Salvation: A Modern Myth and its Meaning (London, Routledge, 1992).
78. Feldman & March, op. cit., Ref. 43; B. Wilkinson, The Shopfloor Politics of New Technology (London, Heinemann, 1983).
79. Feldman & March, op. cit., Ref. 43; B. Wilkinson, The Shopfloor Politics of New Technology (London, Heinemann, 1983).
80. Feldman & March, op. cit., Ref. 43, p. 178.
81. Langley, op. cit., Ref. 41, p. 607.
82. Drory & Romm, op. cit., Ref. 30, p. 1143.
83. Langley, op. cit., Ref. 41, p. 625.
84. A. R. Damasio, Descartes' Error: Emotion, Reason and the Human Brain (London, Picador, 1994).
85. Jones et al., op. cit., Ref. 1.
86. Thomas, op. cit., Ref. 33, p. 214.
87. Thomas, op. cit., Ref. 33.