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R&D Process Models
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Author(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Rensselaer Polytechnic Institute, NY, USA)and Jonathan D. Linton (Rensselaer Polytechnic Institute, NY, USA)
Copyright: 2009
Pages: 24
Source title:
Principle Concepts of Technology and Innovation Management: Critical Research Models
Source Author(s)/Editor(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Empire State College - SUNY, USA)and Jonathan D. Linton (University of Ottawa, Canada)
DOI: 10.4018/978-1-60566-038-7.ch002
PurchaseView R&D Process Models on the publisher's website for pricing and purchasing information. |
Abstract
This chapter on research and development processes and models begins with a section concerning the economics and finance of R&D. Liberatore and Titus (1983) address the level and effectiveness that R&D managers have over the budgeting activities related to their projects and how best to improve these activities. Guerard, Bean, and Andrews’ (1987) focus is on the financial decisions hypothesis and development of an econometric model to examine the relationships of R&D with financing decision making. Hill and Snell (1988) discuss the different stresses and influences that investors and consumers place upon the R&D process, while Hokisson and Hitt (1988) examine management structure and diversification to understand their effect on investment by external capital markets in R&D firms. Baysinger and Hoskisson (1989) are also concerned with diversification strategies that affect R&D, reporting on their empirical research findings that suggest a positive relationship between the level of R&D intensity and the level of business dominance. The section concludes with Pisano (1990) and his discussion of sources of transaction costs, particularly small-numbers-bargaining hazards and appropriability concerns, and their effect on the selection of internal or external R&D sources when technological changes affect the locus of R&D expertise.
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