Evaluating Intangible Assets: The Measurement of R&amp;D Performance

Baglieri, Enzo; Chiesa, Vittorio; Grando, Alberto; Manzini, Raffaella

doi:10.2139/ssrn.278260

Cited by 18 publications

(25 citation statements)

References 15 publications

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“…Many literature contributions explain that a critical choice in the design of a PMS for R&D is the identification of the purposes (or the objectives) of the measurement system (Shank and Govindarajan, 1993; Loch et al, 1996; Meyer et al, 1997; Kerssen van‐Drongelen and Bilderbeek, 1999; Baglieri et al, 2000; Driva et al, 2000; Pearson et al, 2000; Bremser and Barsky, 2004; Guidi, 2005). The objectives that are generally aimed at when a PMS is applied to R&D activities are listed in Table 1.…”

Section: Designing a Performance Measurement System For Randd Activimentioning

confidence: 99%

Exploring the differences in performance measurement between research and development: evidence from a multiple case study

Chiesa

Frattini

2007

R & D Management

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Researchers and practitioners have recently paid great attention to research and development (R&D) performance measurement, although it is acknowledged to be a very challenging task because of R&D intrinsic uncertainty and complexity levels. In this paper, the problem of designing a performance measurement system (PMS) for R&D activities is addressed; specifically, we investigate if and how the design of the PMS is influenced by the type of activity it is applied to, namely Basic and Applied Research or new product development (NPD). We first develop a theoretical framework that comprises the main constitutive elements of a PMS for R&D. Then the framework is used for supporting a multiple case study analysis involving eight Italian technology-intensive firms. The research results show that the criteria for designing the constitutive elements of the PMS are radically different in Basic and Applied Research and NPD. The reasons behind the observed dissimilarities in the design criteria are widely discussed in the paper, as well as their implications for R&D managers.

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Section: Designing a Performance Measurement System For Randd Activimentioning

confidence: 99%

Exploring the differences in performance measurement between research and development: evidence from a multiple case study

Chiesa

Frattini

2007

R & D Management

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“…This can be related to the nature of the RD&D activity: first, the degree of uncertainty of an RD&D activity is hardly definable and, thus, measurable only with major difficulties; secondly, the ultimate result of RD&D activity can often be viewed only after years [1,2]. Therefore, measuring temporal correlations between RD&D spending and the corresponding output is difficult.…”

Section: Measurement Of Rdandd Performancementioning

confidence: 99%

“…RD&D return (defined as the ratio of the profits to RD&D investment) is viewed as the result of two major factors: RD&D productivity, that is the ratio of technical progress to RD&D investment, and RD&D yield, that is the ratio of profits to technical progress. Although it is a valuable attempt to identify quantitative measures of RD&D performance, how to measure the above variables remains highly fuzzy [1].…”

Section: Measurement Of Rdandd Performancementioning

confidence: 99%

Evidence from RD&D spending for renewable energy sources in the EU

Ragwitz

Miola

2005

Renewable Energy

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“…The use of metrics can also be used to convey a performance attribute for a firm and Bagieri [6] surveyed this concept. Using stakeholders instead of shareholders the fundamental contribution of R&D in a firm was examined.…”

Section: Research and Development Metricsmentioning

confidence: 99%

Towards a metric management approach for multi-emerging technology based fabrication facilities

Tierney

Walsh

2009

PICMET '09 - 2009 Portland International Conference on Management of Engineering &Amp; Technology

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Multi Technology, High Product Mix, Low Volume fabrication facilities (MT-HMLV) are the harbingers of next generation economies. Yet MT-HMLV's are fraught with ineffective operation and strategic management practice. Practices they often borrow from the metric management approach endemic of single technology high volume production facilities. If this is true in a time of recession and increased globalization then these facilities are at risk.We focus on one very important group of these facilities; those which are working at the interface of micro technology, nanotechnology and semiconductor micro fabrication. This group is not atypical. Due to the high degree of success that the metrics management approach has enjoyed in High Volume Semiconductor Fabrication facilities (HVSF) they are the "Defacto" standard for any fabrication facility remotely akin to semiconductor fabrication and this group is. However, simply applying HVSF based metrics to our group of MT-HMLV facilities are proving ineffectual. We employ an extensive literature review and the case study methods to ascertain why these commonly used metrics have been so ineffectual. Further, we utilize these same techniques to develop a more useful metrics management approach for our specific group of MT-HMLV's facilities. We base our metrics on the unique nature of MT-HMLV facilities as well as traditionally used HVSF metrics and R&D metrics.

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Evaluating Intangible Assets: The Measurement of R&D Performance

Cited by 18 publications

References 15 publications

Exploring the differences in performance measurement between research and development: evidence from a multiple case study

Exploring the differences in performance measurement between research and development: evidence from a multiple case study

Evidence from RD&D spending for renewable energy sources in the EU

Towards a metric management approach for multi-emerging technology based fabrication facilities

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