Creating and Justifying Research and Development Value: Scope, Scale, Skill and Social Networking of R&D

Abstract

In this paper we describe a framework for analysing the creation and justification of Research & Development. The 4S framework is developed for analysing the scope, scale, skills and social network aspects of Research & Development value. The framework is based on social system theory, a process contingency model, and recent Research & Development metrics. We present a first empirical assessment based on a workshop using the 4S framework for leveraging Research & Development. Results that assist in the assessment of value creation utilising R & D within networks are very relevant in high tech industries. The multi–dimensional process approach of this framework seems promising for understanding and managing R&D value creation, but needs further operationalisation. Case studies are described and a Dutch network on leveraging R&D has been initiated.

Managing and organising collaborative improvement: a system integrator perspective

“…We will use the network model of actors in a social system perspective (see Figure 1). Based on this framework each actor has four mechanisms that can be used more or less successful in the process of collaborative improvement, namely striving for goal attainment (Scope), optimisation of processes (Scale), maintaining patterns of culturally structured and shared belief, values and symbols (Skill), and interaction between actors (Social Networking) (see Groen et al, 2002). All four mechanisms work concurrently and influence the process and progress of the collaborative improvement process.…”

“…All four mechanisms work concurrently and influence the process and progress of the collaborative improvement process. As explained by Groen et al (2002), one of the basic hypotheses in social system theory is that only when all four mechanisms are developed sufficiently, can a social system last. Actors develop a structure of collaborative improvement based on actions and usage of the mechanisms in interaction with other actors.…”

“…As explained by Groen et al (2002), one of the basic hypotheses in social system theory is that only when all four mechanisms are developed sufficiently, can a social system last. A good example out of practice is the biased attention of the SI in one of the collaborative improvement projects on cost reduction.…”

Assessing the needs of new technology based firms (NTBFs): An investigation among spin-off companies from six European Universities

“…Recognising that the entrepreneurial process includes multiple-actors and multiple levels of aggregation, where actors interact and construct new technologies into new business, a multidimensional framework inspired by the work of Parsons on social systems theory (e.g., Parsons, 1951Parsons, , 1977Groen, 1994;Groen et al, 2002) is used here. A basic axiom is that entrepreneurs act purposefully in interaction with other actors (see also Granovetter, 1985Granovetter, , 1992.…”

How practice breakdowns disclose existing structures and contribute to practice innovation

“…Social system perspective on joint innovation processes. (Parsons, 1951;1964;Groen et al, 2002, Groen 2005, Groen et al, 2008 Complementary capitals developed at the level of partner firms.…”