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Hiring new staff in R&D provides an important opportunity for a firm to acquire new technological knowledge. It also takes a considerable length of time before new R&D staff become fully integrated into the organization. This study compares the communication patterns of new and veteran R&D staff as a function of their work activities. The results suggest that both the benefits and problems in the hiring and integration of new R&D staff is moderated by the type of research, development or technical service work involved. Particular attention should be paid to the integration of new staff involved in new product or process development, where the benefits of bringing in new people are great, but the communication barriers to overcome are also found to be the most serious.research and development, organizational studies: personnel

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to address an important gap between the normative view of an integrated performance measurement system (PMS) design that assumes a clean slate and the organizational realities of a PMS design as an ongoing analysis, coordination and improvement process. Design/methodology/approach -The authors present a framework for evaluating the effectiveness of a PMS based on three criteria -i.e. causality, continuous improvement and process control -and use a case study to illustrate the application of the methodology and the interpretation of results for PMS design. Findings -The determination of "driver measures" in an integrated PMS involves a complex process that requires a number of considerations not adequately addressed in prior research. Research limitations/implications -This study involves only a single case study and the model presented involves only a two-tier analysis. Practical implications -The framework provides a simple methodology that organizations can easily adopt to analyze individual and group performance measures and relate them to the strategic performance measures of the company. Originality/value -The study follows an emerging line of research that addresses the design of an integrated PMS as an ongoing improvement process.