Towards a fourth generation R&amp;D management model-research networks in knowledge management

Liyanage, Shantha; Greenfield, P. F.; Don, Robert

doi:10.1504/ijtm.1999.002770

Cited by 58 publications

(43 citation statements)

References 29 publications

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“…Nieto, 2002;Park and Kim, 2005) have often drawn upon Roussel et al (1991) typology. Some authors have proposed refinements or extensions of Roussel et al' s typology (Rogers, 1996;Liyanage et al, 1999;Miller and Morris, 1999;Park and Kim, 2005), but consensus regarding these adaptations, and consequently their influence, is still limited.…”

Section: Interactive Use Of Macsmentioning

confidence: 99%

The Choice of Interactive Control Systems under Different Innovation Management Modes

Bisbe

Malagueño²

2009

European Accounting Review

153

130

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Section: Interactive Use Of Macsmentioning

confidence: 99%

The Choice of Interactive Control Systems under Different Innovation Management Modes

Bisbe

Malagueño²

2009

European Accounting Review

153

130

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“…This leads to the situation wherein organizations are forced to follow the state-ofart technology based on the black-box approach and in no way empowers the organizations to adapt the technology towards building up of technological know-how for developing core competencies within the organization to suit its strategic and business requirements (Liyanage, 1999). Moreover in many situations, even if state-of-art technology is made available to the organizations, it is usually not affordable by the organization to effectively and economically adopt / absorb the technology into its operations.…”

Section: Need For Research and Development In The Organizationsmentioning

confidence: 99%

Managing Research and Development for Core Competence Building in an Organization

Ahuja

2011

Journal of Technology Management & Innovation

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The uncertainties due to globalization of Indian market after economic reforms have led to drastic changes in the approach of manufacturing organizations for developing various competencies to get competitive advantage. These formidable changes have left the organizations with no choice but to upgrade the existing systems, products and technologies for their survival. The external acquisition of technology in the initial stages may be desirable or even necessary in the high technology areas, but no industry can prosper in the long run unless it builds up a self reliant base for carrying out indigenization of process and product technologies. Technology upgradation has become mandatory for economic development, industrial growth, enhanced corporate image, more flexible responses, strategic self-reliance and sustained competitiveness of an enterprise. The present study is aimed at highlighting the need of R&D initiatives in Indian enterprises for harnessing competencies through indigenized R&D.

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“…Also within new product development (NPD) literature, review papers on the subject prior to the rise of open innovation (e.g. Brown and Eisenhardt, 1995;Liyanage et al, 1999;Krishnan and Ulrich, 2001) identify a clear outward tendency in their time.…”

Section: Introductionmentioning

confidence: 99%

The Open Innovation Journey in Emerging Economies: An Analysis of the Brazilian Aerospace Industry

Armellini

Kaminski

Beaudry

2014

J.Aerosp. Technol. Manag.

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Open innovation is the systematic integration of collaborative, sourcing and revealing practices into a firm's business strategy. Its implementation does not happen at once, but through a journey. This paper investigates this subject in an emergent economy context, the Brazilian aerospace industry, presenting the critical analysis of a questionnaire-based survey performed by means of personal in-company interviews in 22 firms. It comprises a wide range of practices associated with open innovation, connected to a conceptual model. We find open innovation elements in the sample, with no open business strategy behind them, though. Deficiencies regarding funding, R&D maturity and intellectual property protection prevent the cluster from being fully open innovator. Nevertheless, the culture company in the sample is very prone towards openness. From that, we conclude that open innovation in the cluster is still "unfreezing", but with great potential to emerge, once these problems are solved.

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Towards a fourth generation R&D management model-research networks in knowledge management

Cited by 58 publications

References 29 publications

The Choice of Interactive Control Systems under Different Innovation Management Modes

The Choice of Interactive Control Systems under Different Innovation Management Modes

Managing Research and Development for Core Competence Building in an Organization

The Open Innovation Journey in Emerging Economies: An Analysis of the Brazilian Aerospace Industry

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