By Klaus Brockhoff
Industrial examine has come stressed. Will contemporary funds cuts decrease competitiveness? in keeping with interviews in jap and ecu high-tech corporations it's proven that examine helps very important potentials. those can be utilized for venture investment, situation judgements, and an research of adequate stipulations for examine luck. cautious administration of the potentials should still enhance destiny competitiveness, and it may aid to appreciate why business organizations take advantage of study and how.
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62-91; Berthold, 1968, pp. ). (c) Creative potential. If new external technological knowledge has been identified and transferred into the company, researchers need to 44 make good use of it. Also, creative ideas result from their own efforts. The ability to develop new knowledge is described by the creative potential. Again, a strong 'not-invented-here'-syndrome is a barrier to the creative potential. The creative potential may be used to support new business or existing business: "Such changes of emphasis are cyclic and are a response to prevailing business climate.
77), the underlying result does disappear. S. inns exceed their value to the shareholders during the 1980s (Jensen, 1993). Two important issues arise from this view. First, it would be interesting to learn whether the enumeration of reasons for research as given by Stine is exhaustive or not. Second, it would be interesting to discover the ways in which corporate planning responds to such a diversity of reasons particularly as most of these point to benefits that are difficult to evaluate, to say the least.
We used to maintain a flow of 5% to 10% per year into other areas of the business. With cutbacks throughout the company, this flow has almost dried up. " 48 Here we observe that the potential is of substantial importance to research itself, and not only to downstream activities. (h) Support. Research may offer the potential of winning public funding more easily. While this may not have been of great importance in the past, except for those companies that were highly engaged in the defense business (see Figure 7), it may well gain additional importarlce in the future.
Industrial Research for Future Competitiveness by Klaus Brockhoff