What motivates R&D professionals? Evidence from decentralized laboratories in Greece

The Effect of Leadership on the Work Motivation of Higher Education Administration Employees (Study at Manado State University)

“…Although creativity research has relied on intrinsic motivation theory to explain creativity (Amabile, 1983) (Amabile T. , 1997) (Oldham & Cummings, 1996) (George & Zhou, 2007), it is rarely empirically assessed in applied settings (Dewett, 2007) (Shalley & Giilson, 2004) (Tierney, Farmer, & Graen, 1999), with few exceptions being (Shin & Zhou, 2003) (Dewett, 2007) (Zhang & Bartol, 2010). Extrinsic motivation leads to satisfaction of employee needs indirectly through monetary compensation and has been found to be significant predictor of performance of R&D professionals (Manolopoulos, 2006).…”

Creativity in research and development laboratories: A new scale for leader behaviours

“…Engaging in behaviours conducive to creative outcomes is an integral part of an R&D professional's role requirement (Montag, Maertz, & Baer, 2012). The identification of key factors that can foster and sustain R&D professionals' engagement in creative behaviours, therefore, carries significant implications for enhancing organisational competitiveness (Manolopoulos, 2006;Zheng, Khoury, & Grobmeiher, 2010).…”

R&D managers' adaptation of firms' HRM practices

“…In particular, the positive relationship between pay and work effort for R&D professionals is stressed in the literature (Manolopoulos, 2006). However, Kim and Cha (2000) argue that management strategies must include the fact that technically oriented R&D professionals, such as inventors, are likely to differ from other groups of employees with respect to their careers, values and reward preferences.…”

“…Furthermore, we would like to avoid possible similarities in HRM practices due to the fact that the firms follow similar strategies (Lepak et al, 2007) or are dominated by similar coalitions (Ocasio, 1999). For this purpose, we looked for firms in different economic sectors, geographical (Greenberg, 1996;Folger and Cropanzano, 1998;Wiesenfeld et al, 2007) Delegation and managerial support (Amabile, 1996;Kim et al, 1999;Christensen, 2000;Pe´rez and Quevedo, 2006) Delegation of decisions, department's project selection process, establishment of the mission and strategy; development of team leadership and allocation of resources to help support and work out ideas Networks and multidisciplinary teams (Chatterji and Thomas, 1993;Sen and Engelhoff, 2000;Sundgren et al, 2005) The presence of collaborative networks: internal (through the creation of multidisciplinary teams) and external (working with clients, suppliers or universities) in the job organization of department workers Psychological arguments about social comparison (Wood, 1989;Taylor et al, 1990;Ployhart et al, 2006) Recruitment policy (Coombs and Rosse, 1992;Saura and Go´mez Mejı´a, 1997) Policies and instruments used to attract the desired workers Job rotation (McGill et al, 1992;Go´mez Mejı´a et al, 2001) The allocation of different tasks or jobs maintaining the same job position or pay Political arguments (Schneider, 1987;Ocasio, 1999;Lepak and Snell, 2002) Remuneration (Saura and Go´mez Mejı´a, 1997;Manolopoulos, 2006) Pay systems. Variable versus fixed pay Career development (Kim and Cha, 2000;Klarsfeld et al, 2003) Career support: Measurement and development of abilities, training, development.…”

“…R&D departments can provide an organization with a competitive advantage through the effective generation, deployment, transfer and integration of knowledge, particularly technological knowledge. The management of R&D professionals has become increasingly important in the face of growing competitive pressures, as organizations constantly seek to optimize their research potential (Manolopoulos, 2006). In fact, improvement in R&D activities is grounded primarily in management's capacity to adopt appropriate policies and methodologies for human resource development (Pearson et al, 1993;Allen and Katz, 1995;Guimaraes et al, 2001).…”