A practitioner's recommended papers
Leslie
Falkingham
was formerly
Technology Director for the ALSTOM T&D Medium Voltage Business. While an
R&D manager he studied management of R&D at the section level for his
PhD under my supervision. As part of his PhD research with this Centre he read
over 600 journal papers on R&D management. A number of these were
considered well worth reading. It is more difficult to obtain copies of papers
than books, but they can normally be obtained via a library service. Also
nowadays it is worth searching for the author or paper title on
Google.
Leslie is now the manager of his own company, Vaccuum Interrupters
Ltd, and also consults and teaches on the management of
R&D.
See also A Practitioner's Recommended
Books
Ball D.
F., (1997), R&D Professionals in their First and Second Managerial
Appointments, Proceedings of the 1997 R&D Management Conference, "Managing
R&D into the 21st Century", Vol. 2, paper 4. An interesting look at the
reality of R&D in the UK.
Bart C.K., (1993), Controlling New Product R&D Projects,
R&D Management, 23(2) A good approach to R&D project control.
Barpal I.R., (1990), Business
Driven Technology for a Technology-Based Firm, Research Technology Management
33(4). Focusing technology strategy on the company
needs.
Brenner M. S., (1994), Practical R&D Project Prioritisation, Research
Technology Management, 37(5). A "how to" guide to prioritisation.
Busby J.S. & Payne K.H.,
(1998), Why engineers don't always learn good planning practices, Engineering
Management Journal, August 1998. Excellent paper on why it just is not as easy
as it looks.
Cooper R.G.,
(1985), Selecting Winning New Product Projects: Using the NewProd System,
Journal of Product Innovation Management, 2. Introduction to the Stage Gate
system of R&D project planning.
Coppendale J., (1995), Manage Risk in Product and Process
Development and Avoid Unpleasant Surprises. Engineering Management Journal,
5(1). Interesting approach to risk management in Product development.
Fairtlough G., (1992), Three Misconceptions about Innovation, Technology
Analysis and Strategic Management. 4(1). A good review of misconceptions about
the innovation process.
Falkingham L.T., Reeves R., (2001), The four schools of thought in R&D
management and the relationship of the literature to practitioners' needs,
Research Technology Management June. A look at why most of the literature is
nor really relevant to practitioners.
Fayol H., (1949),General and Industrial
Management, translated into English by Storrs C., published by Pitman. Fayol
originally published his work as "Administration Industrielle et
Générale - Prévoyance, Organisation, Commandement,
Coordination, Contrôle." in the Bulletin de la Société de
l'Industrie Minerale in 1916. Classic work on the command and control system of
management. Many people will recognise this as their company
environment.
Friar J.,
Horwich M., (1989, p215), The Emergence of Technology Strategy - a New
Dimension of Strategic Management, R&D Management, 19, 1989. Introduction
to the concept of Technology Strategy. Friedman P., (1993), Cognitive and
Interpersonal Abilities Related to the Primary Activities of R&D Managers,
Journal of Engineering and Technology Management 9(3). Unusual approach to
project success focusing on people issues.
Fusfeld H. I., (1995), Industrial Research - Where it's Been,
Where It's Going, Guide, Research Technology Management 38(4). Review of the
industrial research process.
Hart S. L., (1991), Intentionality and autonomy in strategy-making
process: Models, archetypes and firm performance, Advances in Strategic
Management, 7, p97-127. Introduction to the strategy formulation
process.
Hickson D.J.,
(1987), Decision making at the top of the organisation, Annual Review of
Sociology, 13, p187. Important view of the corporate decision making process.
Applies strongly to R&D decisions.
Inkpen A., Choudhury N., (1995), The seeking of
strategy where it is not: toward a theory of strategy absence., Strategic
Management Journal, 16, p313-323. Many R&D managers will relate to this.
Keller R.T., (1994), Technology - Information Processing Fit and The
Performance of R&D Project Groups: A test of Contingency Theory, Academy of
Management Journal 37(1). Academic approach to R&D
evaluation.
Kohler E. et al,
(1987), Organisational Design for Effective Product Innovation, Irish Marketing
Review 2. Practical approach to developing an innovative
organisation.
Mayer M. H.,
Utterback J.M., (1993), The Product Family and the Dynamics of Core Capability,
Sloan Management Review, Spring 1993, p29-47. The relationship of Product
families and core capabilities. Mintzberg, H., (1978), Patterns of Strategy
Formation, Management Science, 24(9), Basic guide to strategy
formulation.
Mitchell G. R.,
Hamilton W. F., (1988), Managing R&D as a Strategic Option, Research
Technology Management, 31 (3) p15-22. Introduction to the concept of R&D as
a key corporate strategy.
Pelled L.H. et al, (1994), Antecedents of Intergroup Conflict in
Multifunctional Product Development Teams: A Conceptual Model, IEEE
Transactions, 41(1). Academic look at conflict in product development teams.
Ransley D. L. et al, (1994),
A Consensus on Best R&D Practices, Research Technology Management 37(2).
Good guide to R&D best practise. Reick R.M., Dickson K.E., (1993), A Model
of Technology Strategy, Technology Analysis & Strategic Management, 5(4).
As it says, it presents a model of technology strategy.
Saleh S.D. et al, (1991), Management of innovation
in large established companies, Technology Management Proceedings, A look at
large corporate innovation management. Shenhar A., (1993). From Low- to High-Tech Project Management,
R&D Management 23(3), A look at different approaches to project
management.
Udayagiri N.D.,
(1991), Knowledge Spillover and Absorption Capacity: a Model of Technological
Learning, Technology Management Proceedings. Interesting look at how the
organisation uses the development of new knowledge.
Zurn J. T., (1991), Problem Discovery Function; A
useful Tool for Assessing New Product Introduction, IEEE Transactions on
Engineering Management 38(2), A systematic approach to avoiding pitfalls in new
product introduction.
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