Transferring technology into R & D: a comparison of acquired and in-house product development projects

Article Abstract:

Analysis of projects being developed with technology acquired from sources outside existing R&D units of a US chemical industry reveal them to be similar to current technological undertakings inside the firm. The acquired technology does not show any indication of furthering the technical skills of the firm since the said technology seems to be fitted closely with already existing in-house technologies. The similarities between the two technologies run contrary to the idea that firms can profit from obtaining technology from outside sources.

Production Management, Product Development, Product management, Technological innovations, Technology transfer

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Red flags at dawn, or predicting R&D project termination at start-up

Article Abstract:

The decision to terminate a researchand development project, particularly when to do so, is studied. 'Red flags,' or factors that are associated with a likelihood of that project being terminated eventually, are identified and measured to assist project managers in deciding whether projects should be resumed or redirected. Findings show that red flags can be evident as early as six months after the start of a project and that managers can pinpoint these factors using a questionnaire.

Industrial project management

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Open innovation: the new imperative for creating and profiting from technology

Article Abstract:

The concept of closed innovation is compared and contrasted with open innovation. The focus for organizations implementing open innovation is to develop marketable products using internal and external ideas, and whose requirements are defined by a business model.

Science & research, Scientific Research and Development Services, Management dynamics, Management-Creativity, Science, Research & Development, Research and development, Company business management, Business creativity

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