Reward Strategies for R&amp;D

Ellis, Lynn W.; Honig-Haftel, Sandra

doi:10.1080/08956308.1992.11670803

Cited by 12 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…On the one hand, these systems are seen as being potentially powerful (Kerr and Slocum, Jr, ) and beneficial for an organization (Westwood and Sekine, ; Chen et al., ) because they encourage technical contributors to innovate (Brunner, ). However, if the reward system is not properly implemented, demotivation and resentment are likely, and innovation can be hindered (Ellis and Honig‐Haftel, ; Koning, ; Agarwal and Singh, ).…”

Section: Motivating Technical Professionalsmentioning

confidence: 99%

Motivating and demotivating technical visionaries in large corporations: a comparison of perspectives

et al. 2012

View full text Add to dashboard Cite

A substantial body of literature addresses the motivation of technical professionals in large corporations. Included are considerations of the motivation of subgroups, such as contrasting the motivation of scientists and engineers. Notably absent, however, is an in-depth, multiple-perspective consideration of both the motivation and demotivation of the small number of individuals in nearly every corporation who contribute significantly and disproportionately to the growth and profitability of the corporation. These exceptional, highperforming technologists, whom we refer to as technical visionaries (TVs), are the drivers of breakthrough, radical innovation. Through 64 in-depth interviews with TVs, their direct technical managers (TMs) and their human resource managers (HRMs), this research explores the similarities and differences in perception between these three groups concerning TV motivation and demotivation. TMs predominantly apply informal, personalized, and relational management motivating techniques. HRMs predominantly perceive value in the formalized, standard corporate structures and reward systems that serve the 'typical employee' for motivating TVs. By comparing the perspectives of TVs, TMs, and HRMs, we observe that the TMs are in strong alignment with TV perspectives on motivation and demotivation, while the HRMs are not in alignment with TV perspectives. Interestingly, both TMs and HRMs emphasize techniques most readily available to them. Most notable relative to demotivating TVs, the HRMs are least able to articulate an understanding consistent with that of the TVs. Based on these and other observations, we offer recommendations for those who manage these critical and unique technical visionaries.R&D Management 42, 2, 2012.

show abstract

Section: Motivating Technical Professionalsmentioning

confidence: 99%

Motivating and demotivating technical visionaries in large corporations: a comparison of perspectives

et al. 2012

View full text Add to dashboard Cite

show abstract

“…In particular, although it seems apparent that rewarding R&D employees with either monetary or non-monetary bonus for patented inventions will lead to more patentable inventions, existing empirical evidence is mixed. Ellis and Honig-Haftel (1992) point out that there are many negative experiences with small monetary awards. In particular, people may become discouraged after not being rewarded if they felt they should have been.…”

Section: Introductionmentioning

confidence: 99%

Patent Propensity in Small Technology‐based Firms: Evidence from Zhongguancun Science Park

Yang

Chen

2010

China and World Economy

View full text Add to dashboard Cite

Using a survey administered in Zhongguancun Science Park in Beijing, China, this paper investigates the impact of R&D personnel-related intellectual property management practices on the patent propensity of small technology-based firms. It is found that R&D personnel-related management practices, including training and reward mechanisms, are effective in enhancing a firm's willingness to patent. In particular, we find that reward mechanisms can negatively moderate the effect of size on a firm's willingness to patent. One implication that emerged from the analysis is that a small firm can counteract its size disadvantage in patenting by introducing a well-developed reward mechanism. Copyright (c) 2010 The Authors Journal compilation (c) 2010 Institute of World Economics and Politics, Chinese Academy of Social Sciences.

show abstract

The effectiveness of reward systems on innovative output: An empirical analysis

Honig-Haftel

Martin

1993

Small Bus Econ

View full text Add to dashboard Cite

Reward Strategies for R&D

Cited by 12 publications

References 0 publications

Motivating and demotivating technical visionaries in large corporations: a comparison of perspectives

Motivating and demotivating technical visionaries in large corporations: a comparison of perspectives

Patent Propensity in Small Technology‐based Firms: Evidence from Zhongguancun Science Park

The effectiveness of reward systems on innovative output: An empirical analysis

Contact Info

Product

Resources

About