| Preface | |
| Introduction | |
| Key Concepts and Definitions | p. 1 |
| Technological Innovation | p. 4 |
| The Characteristics of Technological Innovation and Innovative Activities within Firms | p. 4 |
| Models of the Technological Innovation Process | p. 6 |
| The Role of RandD within the Process of Technological Innovation | p. 12 |
| Implications on RandD Strategy and Organisation | p. 15 |
| References and Further Readings | p. 17 |
| RandD Strategy | |
| Approaches to Technology Strategy | |
| The Positioning Approach to Strategy | p. 21 |
| Porter's Framework | p. 21 |
| Hax and Majluf's Contribution to Technology Strategy | p. 28 |
| Practitioners' Contributions | p. 31 |
| A.D. Little Methodology | p. 32 |
| Booz-Allen and Hamilton Methodology | p. 34 |
| McKinsey Methodology | p. 36 |
| The Resource Based Approach to Strategy | p. 39 |
| Prahalad and Hamel's Core Competence | p. 39 |
| D'Aveni Hypercompetition | p. 43 |
| Itami and Numagami's Review on the Interaction between Technology and Strategy | p. 45 |
| Technology Strategy in Dynamic Competition: Key Principles | p. 47 |
| About Rationalist and Incrementalist Approaches to Strategy | p. 49 |
| References and Further Readings | p. 50 |
| Formulating Technology Strategy in Dynamic Contexts | |
| Context Foresight | p. 56 |
| Technology Strategy Decisions | p. 63 |
| Technology Selection | p. 63 |
| Relevance | p. 64 |
| Risk | p. 65 |
| Appropriability | p. 66 |
| Interdependencies | p. 68 |
| Option Creation | p. 69 |
| Timing of Technology Development and Introduction | p. 69 |
| Technology Acquisition Mode | p. 74 |
| Acquisition of Technology from External Sources (Make vs. Buy vs. Cooperate) | p. 75 |
| Acquistion of Resources for Technology Introduction (Make vs. Sell vs. Cooperate) | p. 77 |
| Formulating the Firm's Technology Strategy: the Output | p. 78 |
| Types of Technology Strategies | p. 81 |
| Case Study | p. 87 |
| References and Further Readings | p. 107 |
| RandD Project Portfolio Definition | |
| Fixing the RandD Budget | p. 113 |
| RandD Project Definition | p. 115 |
| RandD Project Evaluation | p. 118 |
| RandD Project Evaluation Techniques | p. 120 |
| DCF Techniques | p. 121 |
| Option Based Techniques | p. 125 |
| Non-Financial Methods | p. 128 |
| Range of Application of Financial and Non-Financial Techniques | p. 136 |
| RandD Project Selection | p. 137 |
| RandD Project Portfolio Analysis | p. 140 |
| References and Further Readings | p. 145 |
| RandD Organisation | |
| The Organisational Structure | |
| The Structure of RandD Units | p. 149 |
| Input-Oriented Organisation | p. 150 |
| Organisation by Scientific Discipline or Technical Area | p. 150 |
| Organisation by Type of Activity | p. 153 |
| Output-Oriented Organisation | p. 154 |
| Organisation by Product Line | p. 154 |
| Organisation by Project | p. 155 |
| Matrix Organisation | p. 157 |
| The Balance between Centralisation and Decentralisation | p. 162 |
| The Role of Corporate and Divisional RandD: Types of Structures | p. 165 |
| Integrating Corporate and Divisional RandD | p. 171 |
| The Separation between R and D | p. 173 |
| The Case of the Pharmaceutical Industry | p. 175 |
| RandD Organisations in the Pharmaceutical Industry | p. 177 |
| Factors behind the Separation between R and D | p. 181 |
| Managerial Implications of the Separation between R and D | p. 185 |
| References and Further Readings | p. 188 |
| The Geographical Dispersion of RandD Activities | |
| Determinants of Geographical Centralisation and Decentralisation | p. 193 |
| Types of Foreign RandD Units | p. 197 |
| Establishment of Foreign RandD Units | p. 200 |
| Localisation of Foreign RandD Units | p. 202 |
| International RandD Structures | p. 203 |
| Development Structures | p. 206 |
| Research Structures | p. 219 |
| An Interpretation of the Internationalisation of RandD | p. 224 |
| External Sources of Knowledge | p. 225 |
| Internal RandD Resources | p. 227 |
| References and Further Readings | p. 231 |
| The Organisation of the External Acquisition of Technology | |
| Introduction | p. 235 |
| Organisational Forms for External Technology Acquisition | p. 238 |
| Acquisition | p. 239 |
| Joint Venture | p. 240 |
| Outsourcing | p. 242 |
| Alliance | p. 243 |
| Managerial and Organisational Implications of the Forms of External Technology Acquisition | p. 245 |
| Acquisition | p. 247 |
| Joint Venture | p. 248 |
| Outsourcing | p. 249 |
| Alliance | p. 250 |
| Factors Affecting Decisions about the Organisation of External Technology Acquisition | p. 252 |
| The Objective of the RandD Collaboration | p. 252 |
| The Content of the RandD Work | p. 253 |
| The Typology of Partners Involved | p. 257 |
| The Process of Selection of the Organisation for External Technology Acquisition | p. 260 |
| Case Studies | p. 263 |
| The Empirical Basis | p. 266 |
| References and Further Readings | p. 270 |
| Index | p. 274 |
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