Performance measurement in R&D and new product development: setting the scene

Use and impact of performance measurement results in R&D and NPD: an exploratory study

“…Building on these review papers we examined in depth the different areas of measurement used and/or developed in the R&NPD performance measurement literature (So¨derquist and Godener, 2004). The purpose was to distinguish different performance measurement objectives, and verify that each identified area covers both measurements of whether outputs help accomplish objectives -an effectiveness measurement -and whether minimum amount of resources are used in the production of these resources -an efficiency measurement (Cordero, 1990).…”

Knowledge Management in R

“…When Freeman [3] argued "if we cannot measure all of the information generated by R&D activities because of a variety of practical difficulties, this does not mean that it may not be useful to measure part of it", he galvanized a generation of scholars to examine the what, why, and how of R&D knowledge management and the impact of measurement methods and metrics on organizational performance (for a recent and comprehensive review, see Söderquist and Godener, [22]). Such studies have significantly advanced our knowledge of the impact that R&D performance systems have on these organizations, their employees and on organizational performance.…”

Measuring Performance in New Product Development Projects: A Case Study in the Aerospace Industry

“…Much has been written on this subject, and several measurement approaches have been suggested (Brown & Svenson, 1998; Chiesa & Masella, 1996; Driva, Pawar, & Menon, 1999, 2000; Hauser, 1998; Pappas & Remer, 1985; Soderquist & Godener, 2004). Nevertheless, literature recognizes that designing a PMS for R&D is a very difficult task, because effort levels may not be observable in quantitative terms, and success is uncertain, influenced by uncontrollable variables, and can be assessed only after long delays (Brown & Svenson, 1998; Kerssens‐van Drongelen & Bilderbeek, 1999; Loch & Tapper, 2002; Tipping, Zeffren, & Fusfeld, 1995).…”

“…Literature on R&D performance measurement has so far concentrated mainly on the problem of designing an adequate PMS for NPD (Bremser & Barsky, 2004; Driva et al, 1999; Kerssens‐van Drongelen & Bilderbeek, 1999; Kerssens‐van Drongelen & Cook, 1997; Soderquist & Godener, 2004); not enough attention has been paid to implementation issues, i.e., to the problem of how to actually put into practice the designed measurement system. Moreover, the likely effects that the use of a PMS for NPD has on the project team and the company as a whole have not been explored yet, with few relevant exceptions, among which is the work by Godener and Soderquist (2004), who show that the use of a PMS for NPD may improve coherence and relevance of product portfolios, introduce corrective actions in projects, and enhance learning and staff motivation.…”

“…Literature on R&D performance measurement has so far concentrated mainly on the problem of designing an adequate PMS for NPD (Bremser & Barsky, 2004;Driva et al, 1999;Kerssens-van Drongelen & Bilderbeek, 1999;Kerssens-van Drongelen & Cook, 1997;Soderquist & Godener, 2004); not enough attention has been paid to implementation issues, i.e., to the problem of how to actually put into practice the designed measurement system. Moreover, the likely effects that the use of a PMS for NPD has on the project team and the company as a whole have not been explored yet, with few relevant exceptions, among which is the work by Godener and Soderquist (2004), who show that the use of a PMS for NPD may improve coherence and relevance of product portfolios, introduce corrective actions in projects, ABSTRACT I Implementing a performance measurement system (PMS) for research and development (R&D) is fundamental for supporting decision making and motivating researchers and engineers; however, this is a very challenging task, because effort levels are not measurable and success highly uncertain. Even if the subject has largely been debated in academic and practitioners literature so far, an acknowledged managerial approach is not available yet.…”