R&D complexity in UK subsidiaries of manufacturing multinational corporations

Article Abstract:

The complexity and its dimensions of the Research and Development (R&D) efforts of UK subsidiaries of multinational manufacturing firms is discussed. The study, which used the analyses of variance to differentiate the three groups of companies involved in low, medium, and high complexity R&D, reveals that no life cycle effect could be recognized. However, an industry effect was identified at a sub-sectoral level. The investigation also points out that the typology determined in the research differentiates among a number of significant strategic aspects, such as, market scope, product scope and subsidiary autonomy.

Multinational Corporations, Management, Subsidiary corporations, Subsidiaries, International business enterprises

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Strategic career development for R&D professionals: lessons from field research

Article Abstract:

An assessment of the evolution of career management systems for industrial researchers is presented. The career management systems are based on a study employing survey methodologies of 196 researchers and studies of experimental career development systems for industrial researchers. The study points out that the researchers' personal types, using the Myers-Briggs type indicator as a measuring tool, may serve as a useful harbinger of their career preferences. The survey also allows the evaluation of different channels of career development for industrial research and development.

Career Planning, Social aspects, Human resource management, Career development, Professional workers, Professional employees

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Strategic considerations of the interplay between R&D and M&S

Article Abstract:

Research and development (R&D) and marketing and sales (M&S) usually contradict for different product life cycles (PLC), resulting to a reduction in M&S spendings for every increase in R&D spendings and vice versa. Short PLCs, which lead to a growth in R&D spendings, indicate that strategic alliances become increasingly interesting. Smaller organizations suggest that a higher speed in R&D work will be needed and alliances with technology donors become more interesting.

Marketing, Analysis, Product life cycle

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