Toward the Innovative Firm—Challenge for R&D Management

Abstract

TOWARD THE INNOVATIVE FIRM--CHALLENGE FOR R&D MANAGEMENTAn analysis of the changing character of international competition shows how and why success is increasingly dependent upon the R&D function.OVERVIEW: Industrial strategies for multinationals have undergone profound changes. Underlying causes are to be found in new market factors, technological developments and intensified competition. More and more, it is recognized that companies are confronted with increasing demands for efficiency, quality and flexibility. Product prices are under continuous pressure, ever-higher quality standards are simply a must, and the rate of product renewal has increased considerably. under these conditions, it is increasingly difficult for companies to distinguish themselves from competitors. Innovation proves to be the magic word. This places R&D in the midst of the competitive battle, dramatically changing the role of the R&D function.Until the early 1960s, the successful firm was the Efficient Firm, having a hierarchic, bureaucratic and rational organization. The Efficient Firm directs its main efforts toward increasing efficiency; consequently, the firm is internally oriented. Adherence to standard procedures is called for, with negative sanctions as the means of control. Organizational design is based on the creation of routine tasks. Investments in Manufacturing are primarily focused upon growth and efficiency improvements, with much attention being paid to the output of machines. Little thought is given to viewing Manufacturing as a total, integrated system. The whole resembles a well-oiled, smoothly running machine. The message to the customers is, "We are cheaper." This is in line with the sellers' market conditions prevailing during this period.Effective trade barriers result in hardly any international competition, and demand almost always exceeds supply. Although growth rates are high, the environment can be called static. Large companies can reliably predict their sales turnover, both in terms of volume as well as in mix. This well-known "archetype" of the large industrial company was highly successful until the mid-1960s. R&D in the Efficient FirmThe distance between Marketing and R&D is large in the Efficient Firm, but this is hardly seen as a weakness in the absence of market-pull. Product renewal takes place at a moderate rate. It is the task of Manufacturing just to produce according to the designs of R&D. The walls between R&D and Manufacturing are taken for granted, if noticed at all. There are few, if any, contacts between R&D and customers. Product design and process engineering take place separately and consecutively. Indeed, the whole product creation process is functionally

A Influência do Hedonismo sobre a Felicidade e a Satisfação com a Vida

“…Desde a década de 90, observou-se que a inovação é muito mais do que detalhes em produtos, mas um processo evolutivo e cada vez mais dinâmico (Kumpe & Bolwijn, 1994;Rothwell, 1994;Ahmed, 1998). Ela torna-se importante não somente para empresas e consumidores, mas também para o Estado, visto que ela pode contribuir para o desenvolvimento regional (Matias-Pereira & Kruglianskas, 2005).…”

“…A justificativa para esta escolha está calada no fato de que produtos inovadores aglutinam processos evolutivos e dinâmicos (Kumpe, & Bolwijn, 1994;Rothwell, 1994;Ahmed, 1998), e constantemente, deve-se analisar as tendências de mercado (Malerba, 2002;Gann & Salter, 2000;Artz, Norman, Hatfield, & Cardinal, 2010;Peres, Muller, & Mahajan, 2010;Stanko, Molina-Castillo, & MunueraAleman, 2010).…”

Introduction

“…(2) "The classification of innovation models based on the evolutionary path of market competition" proposed by Kumpe & Bolwijn (1994) They think, from the perspective of the market competition path, that innovation can be divided into four models based on: i) Efficiency competition. This is the price competition model of the closed seller's market until the early 1960s.…”

Background do empreendedor e a inovação de produtos em empresas incubadas de base tecnológica

“…Em meados da década de 1960, as teorias e práticas em administração caminharam para a busca da qualidade como maneira de conferir competitividade às organizações, não sendo suficiente apenas a eficiência, mas agora, também a qualidade (Kumpe & Bolwijn, 1994). Em um movimento natural na busca por serem competitivas, as organizações seguiram adiante, e passaram a considerar a diversificação da produção e a ampliação do mix de produtos, tornando-se agora flexíveis, porém, sem deixar de lado a eficiência e a qualidade (Kumpe & Bolwijn, 1994).…”

“…Em um movimento natural na busca por serem competitivas, as organizações seguiram adiante, e passaram a considerar a diversificação da produção e a ampliação do mix de produtos, tornando-se agora flexíveis, porém, sem deixar de lado a eficiência e a qualidade (Kumpe & Bolwijn, 1994).…”