How R&amp;D Helped Transform DSM

Rooij, van Jw Arjan

doi:10.1080/08956308.2008.11657484

Cited by 4 publications

(4 citation statements)

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“…Evidence from the literature on microeconomics and management in the chemical industry points at the positive impact that balancing exploration and exploitation in technological innovation has on new product performance. In his analysis of R&D's role in the transformation of the Dutch chemical company DSM, Van Rooij () highlights R&D's dual objective to explore and to exploit. He concludes that ‘companies need to keep their research focused on areas that are related to the markets in which they operate and the technologies they use.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…He concludes that ‘companies need to keep their research focused on areas that are related to the markets in which they operate and the technologies they use. At the same time, they must find ways to accommodate an organization that formulates visions and generates ideas that might be removed from current interests, that might be long‐term and that might fail, but at the same time hold promise of profit and success’ (van Rooij, , p. 48).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Exploration and exploitation in product and process innovation in the chemical industry

Bauer

Leker

2013

R & D Management

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Achieving a well-balanced innovation portfolio is an often advocated goal for R&D managers, but guidelines how to achieve this are scarce in the innovation and management literature. In this study, we investigate the effects that balancing R&D budget allocation between exploratory and exploitative innovation activities has on new product performance. Furthermore, we distinguish between product and process exploratory and exploitative innovation activities offering a new and highly relevant contingency perspective on the requirement to balance exploratory and exploitative innovation activities within a portfolio. In doing so, we integrate these two important dimensions of innovative activity in a framework that can help senior managers to decide how to allocate scarce R&D resources within an innovation portfolio to maximize returns. Based on a unique data set of objective, internal financial accounting data from strategic business units in the chemical industry, we found not only that new product performance is enhanced through the simultaneous pursuit of exploratory and exploitative innovation activities (i.e., they are complementary) which holds true for product and process innovation alike. But we are also able to show that in process innovation, exploration requires more funding to achieve maximal performance when compared to product innovation. An imbalance of exploration and exploitation has less severe consequences than in product innovation efforts. Our study design that is based on firm-internal R&D budget data allows R&D managers to directly compare their budget allocation practice with our findings that are derived from a wide range of business units in one of the main process industries. Furthermore, our results have important implications for the practice of R&D budget allocation, since they highlight how product and process innovation efforts differ with respect to their impact of the exploration-exploitation balance on new product performance relationship. Theory and hypothesesIn most companies, R&D budget is a scarce resource since the volume of investment opportunities typi- Exploration and exploitation in product & process innovation

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Section: Theory and Hypothesesmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

Exploration and exploitation in product and process innovation in the chemical industry

Bauer

Leker

2013

R & D Management

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“…R&D activities have been identified as a critical determinant of achieving the strategic goals of an organisation (van Rooij, 2008;Herath and Bremser, 2005;Bremser and Barsky, 2004). Thus, it has been recognised that R&D cannot be treated in isolation, but has to be aligned and linked with the corporate strategy of the organisation Kerssens-van Drongelen and Bilderbeek, 1999;Roberts, 1988;Rogers, 1996;Roussel et al, 1991).…”

Section: Value Of Performance Measurement For Research and Developmentmentioning

confidence: 99%

Performance measurement in the construction research and development

Kulatunga

Amaratunga

Haigh

2007

International Journal of Productivity and Performance Management

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Research Paper PurposeThe study evaluates the impacts of performance measurement in construction research and development. MethodologyEmpirical data was gathered from semi-structured interviews from academic members and industrial partners who have got involved in collaborative construction R&D work. The data was analysed by using content analysis technique and with the aid of NVivo and decision explorer software. FindingsThe paper identifies number of ways in which PM can influence construction R&D such as facilitating the selection of the best option for R&D projects; improving the quality of the research work; identifying and ensuring the contribution of the team members; directing the team members towards predetermined targets; improving the transparency of the work; facilitating inter project comparisons; validating the achievements; improving communication; motivating the team; ensuring proper progress of work; and increasing the satisfaction of the stakeholders. Paper also reveals negative impacts of PM within construction R&D such as waste of resources when the results of PM are not integrated with the system, inclusion of incorrect performance measures, lack of rigour when formulating performance measures etc. Originality/ ValueThe paper reveals impacts of PM in construction R&D activities that will be beneficial when managing collaborative construction R&D projects.

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“…The importance of goals to good management of research is well documented. For example, van Rooji (2008) emphasised that the goal of companies must be to keep their research focused on the technologies and markets they use and avoid research that its sponsor cannot profit from. Companies need to create an arena for research to generate options and to gain mutual commitment between R&D and the company such that R&D is integrated with business strategy.…”

Section: Open Innovation and A Strategic Approachmentioning

confidence: 99%

Reflections on China and a six‐dimensional framework for managing research and development

Sofo

2008

Journal of Knowledge-Based Innovation in China

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PurposeThere are continuing efforts by Chinese institutions to improve their approach to the management of research and development (R&D) within the national and global arenas. The purpose of this paper is to propose a framework for managing R&D in China.Design/methodology/approachThe framework is derived from a review of two OECD reports, three books and 15 recently published articles in scholarly journals (1977‐2008) all of which are mainly related to the structure and organisation of research in foreign‐owned and Chinese research institutes.FindingsIn this paper, issues in the literature are identified and arranged in themes in order to discover key lessons about the management of R&D. The result of the analysis is a hybrid six‐dimensional model incorporating open innovation, connecting with the world, knowledge management, a public approach, balanced development and communities of inquiry.Research limitations/implicationsThe framework emphasises a base of shrewd economic expansion supported by intelligent fiscal policies used as a basic building block that can be emulated within R&D in China and more broadly.Practical implicationsPractical applications include a structure for cross‐cultural analysis of R&D management to identify the mix of key elements and how this might augment success, build global empathy, foster deeper cooperation in R&D management and create inclusive competitive advantage.Originality/valueThis paper provides a new framework emanating from the synthesis of elements identified in the literature as being important to R&D management that can be applied by Chinese and foreign owned firms at a global level.

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How R&D Helped Transform DSM

Cited by 4 publications

References 1 publication

Exploration and exploitation in product and process innovation in the chemical industry

Exploration and exploitation in product and process innovation in the chemical industry

Performance measurement in the construction research and development

Reflections on China and a six‐dimensional framework for managing research and development

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