Selecting, training, and managing the scientists, engineers, and
technologists who develop new products and apply new technologies
is a critical challenge for managers and policymakers worldwide.
Nine analysts from universities and research centers in four major
industrialized nations find that while companies maintain
distinctive approaches to managing their R&D workers, the
pressures of technological change and global competition are
forcing them to rethink the entire operation. To be taken into
consideration now are such factors as group dynamics, intra- and
intercompany linkages, research authority and flexibility, research
sources, career paths, reward systems, and personal and team
development--all of which are covered here. An unusual comparative
study for top management and their human resource and planning
staffs, and for academics concerned with all aspects of
organizational behavior, training, and development.
The scientists, engineers, and technologists who develop new
products and apply new technologies--collectively, the R&D
workers--are vital in today's competitive and technologically
demanding business environment. Of critical importance is how these
R&D workers are selected, trained, and managed, and how their
activities are linked to other aspects of production. Using a
variety of methods, eight analysts from the International Research
Group on R&D Management, a unique interdisciplinary group of
researchers from universities and research centers in four major
industrialized nations, examine the organization and management of
R&D workers in and between their respective countries.
Drawing on data provided by more than 1,800 engineers and
scientists in 23 companies, the authors find that while companies
maintain distinctive approaches to managing their R&D workers,
the pressures of technological change and global competition are
forcing them to rethink their R&D methods. To be taken into
consideration now are such factors as the underlying technical
skills of the workers, group dynamics, intra- and intercompany
linkages, research authority and flexibility, research resources,
career paths, reward systems, and personal and team
development--all of which are covered here, succinctly and
readably. The result is a useful comparative study for top
management and their human resource and planning staffs, R&D
policymakers, and those concerned with all aspects of
organizational behavior, training, and development.
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