Registro Completo |
Biblioteca(s): |
Embrapa Caprinos e Ovinos. |
Data corrente: |
01/08/1992 |
Data da última atualização: |
06/12/2023 |
Autoria: |
SANCHEZ, A. M. |
Título: |
R & D Project selection strategy: an empirical study in spain. |
Ano de publicação: |
1989 |
Fonte/Imprenta: |
R & D Management, v.19, n.1, p.63-68, 1989. |
DOI: |
https://doi.org/10.1111/j.1467-9310.1989.tb00616.x |
Idioma: |
Inglês |
Conteúdo: |
Abstract: The author has investigated the role played by project selection methods in defining a firm's technology strategy, as exemplified by a sample of innovative companies in Spain. The information was collected by a combination of questionnaire and interview with key personnel. The author was able to classify strategies into four groups: (1) a planning strategy, essentially a negotiation comprising top-down and bottom-up elements; (2) an economic strategy in which a large number of economic criteria set in advance by top management are used to evaluate projects; (3) a market strategy in which R&D is seen more or less as an adjunct to the Marketing function, which defines the products needed and negotiates the programme with top management; (4) a technical strategy, used in circumstances in which technological innovation is essential and in which, therefore, economic factors take a subsidiary place. The author's data show that in companies operating a planning strategy project selection methods of various, perhaps ad hoc kinds play a key role in reaching a company consensus. For those using an economic strategy the selection criteria are predetermined and selection methods inflexible. In the case of the market strategy, evaluation methods are used solely to help to rank projects prior to selection. Firms employing the technical strategy clearly base their decisions purely on the technical merit of the various projects put up for implementation. The paper includes information on the types of selection method used, broken down by company size and other similar criteria, and comparisons with practice in the USA, France and some other countries. MenosAbstract: The author has investigated the role played by project selection methods in defining a firm's technology strategy, as exemplified by a sample of innovative companies in Spain. The information was collected by a combination of questionnaire and interview with key personnel. The author was able to classify strategies into four groups: (1) a planning strategy, essentially a negotiation comprising top-down and bottom-up elements; (2) an economic strategy in which a large number of economic criteria set in advance by top management are used to evaluate projects; (3) a market strategy in which R&D is seen more or less as an adjunct to the Marketing function, which defines the products needed and negotiates the programme with top management; (4) a technical strategy, used in circumstances in which technological innovation is essential and in which, therefore, economic factors take a subsidiary place. The author's data show that in companies operating a planning strategy project selection methods of various, perhaps ad hoc kinds play a key role in reaching a company consensus. For those using an economic strategy the selection criteria are predetermined and selection methods inflexible. In the case of the market strategy, evaluation methods are used solely to help to rank projects prior to selection. Firms employing the technical strategy clearly base their decisions purely on the technical merit of the various projects put up for implementation. The paper includes informa... Mostrar Tudo |
Palavras-Chave: |
Adminitracao; Tecnica. |
Thesaurus Nal: |
Administrative management; Government and administration; Research projects; Selection methods. |
Categoria do assunto: |
E Economia e Indústria Agrícola |
Marc: |
LEADER 02284naa a2200205 a 4500 001 1522660 005 2023-12-06 008 1989 bl uuuu u00u1 u #d 024 7 $ahttps://doi.org/10.1111/j.1467-9310.1989.tb00616.x$2DOI 100 1 $aSANCHEZ, A. M. 245 $aR & D Project selection strategy$ban empirical study in spain. 260 $c1989 520 $aAbstract: The author has investigated the role played by project selection methods in defining a firm's technology strategy, as exemplified by a sample of innovative companies in Spain. The information was collected by a combination of questionnaire and interview with key personnel. The author was able to classify strategies into four groups: (1) a planning strategy, essentially a negotiation comprising top-down and bottom-up elements; (2) an economic strategy in which a large number of economic criteria set in advance by top management are used to evaluate projects; (3) a market strategy in which R&D is seen more or less as an adjunct to the Marketing function, which defines the products needed and negotiates the programme with top management; (4) a technical strategy, used in circumstances in which technological innovation is essential and in which, therefore, economic factors take a subsidiary place. The author's data show that in companies operating a planning strategy project selection methods of various, perhaps ad hoc kinds play a key role in reaching a company consensus. For those using an economic strategy the selection criteria are predetermined and selection methods inflexible. In the case of the market strategy, evaluation methods are used solely to help to rank projects prior to selection. Firms employing the technical strategy clearly base their decisions purely on the technical merit of the various projects put up for implementation. The paper includes information on the types of selection method used, broken down by company size and other similar criteria, and comparisons with practice in the USA, France and some other countries. 650 $aAdministrative management 650 $aGovernment and administration 650 $aResearch projects 650 $aSelection methods 653 $aAdminitracao 653 $aTecnica 773 $tR & D Management$gv.19, n.1, p.63-68, 1989.
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Embrapa Caprinos e Ovinos (CNPC) |
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