Career paths, technological obsolescence and skill formation: R&D staff in Britain and Japan

Article Abstract:

The career plans and reactions to technological change of R&D scientists and engineers in large Japanese and British industrial corporations are examined. Similarities and differences in personnel administration in these companies are also cited. Japanese R&D employees were found to aim for career goals that were dictated by their organizations than their British counterparts. While British R&D workers preferred projects that will help them gain promotion, their Japanese counterparts desired advanced technological know-how to keep them ahead of competitors.

United Kingdom, Research, Japan, Human resource management, Corporations, Career development, Corporations, British, Corporations, Japanese

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Emerging challenges for R&D executives - an American perspective

Article Abstract:

The emergence of global markets and global competition has forced may managers of US companies to re-assess the traditional management strategies, structures and systems that have guided their research and development (R&D) divisions. Progressive R&D executives are turning increasingly toward a new agenda of coordinating and integrating technology development and exploitation on a world-wide basis. Important changes in recent years are examined in light of the approaches used and the experience gained by R&D managers in the US.

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Successful integration of R&D functions after acquisitions: an exploratory empirical study

Article Abstract:

R&D management efforts of a company undergo changes after it has been acquired by another company. A study on the R&D management of acquired German firms suggests that management interventions are effective if they encourage learning opportunities and assure acquired employees that R&D efforts will continue. The integration of the R&D programs of the two firms will be more successful if it is supervised by the acquiring company.

Analysis, Acquisitions and mergers

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