Details

<p>Foreword ix</p> <p>Acknowledgments xi</p> <p>General Introduction xiii</p> <p><b>Chapter 1. R&D and New Competitive Challenges: Between Intensive Innovation Strategy and Internationalization 1</b></p> <p>1.1. Strategy and R&D 1</p> <p>1.1.1. R&D’s place in business strategies 2</p> <p>1.1.2. Different generations of R&D 4</p> <p>1.2. Environmental factors influencing business strategies in R&D and their consequences 9</p> <p>1.2.1. The major role of innovation in competition strategies 9</p> <p>1.2.2. The emergence of the consumer in R&D 11</p> <p>1.2.3. The effects of market globalization 15</p> <p>1.3. R&D strategies tested overseas: the example of China 21</p> <p>1.3.1. Western companies’ choice to locate their R&D in China 21</p> <p>1.4. Conclusion 26</p> <p><b>Chapter 2. Work in R&D and its Transformations 29</b></p> <p>2.1. Specifics of R&D work and its heterogeneity 29</p> <p>2.1.1. Non-routine and knowledge intensive work 30</p> <p>2.1.2. The work in R&D: between interactions and engagements with the surrounding environment 35</p> <p>2.1.3. A job characterized by a certain degree of autonomy and occupational regulations38</p> <p>2.2. The main transformations of R&D work since 1990 43</p> <p>2.2.1. The advent of project management and of the concurrent engineering model 43</p> <p>2.2.2. A job which is more interactive and more dependent on the downstream 48</p> <p>2.2.3. Managerialization, bureaucratization and remoteness of technical work 52</p> <p>2.3. Current tensions and open questions as to the future of work in R&D 56</p> <p>2.3.1. Increasing pressure and strong focus in the short term: how sustainable is this in individual and collective terms? 56</p> <p>2.3.2. Relocation, internationalization, outsourcing and open innovation: what is the future of R&D work? 61</p> <p>2.3.3. The digital revolution: what is the impact on work in R&D? 64</p> <p>2.4. Conclusion 67</p> <p><b>Chapter 3. Rationalization and Creativity: R&D under Pressure 69</b></p> <p>3.1. Permanent rationalizations and reduction of available resources in R&D 70</p> <p>3.1.1. The rationalization concept 70</p> <p>3.1.2. R&D struggling with permanent rationalization 71</p> <p>3.1.3. Rationalization as a slack reduction strategy 72</p> <p>3.2. Creativity: between individual attribute and social process 77</p> <p>3.2.1. Individual creativity 78</p> <p>3.2.2. Creativity as an idea production process 81</p> <p>3.2.3. Creativity as a social process 83</p> <p>3.3. Ingredients and negative effects of slack reductions on creativity 84</p> <p>3.3.1. Slack reduction components 85</p> <p>3.3.2. Human slack reduction effects 85</p> <p>3.3.3. “Financial slack” reduction effects 91</p> <p>3.3.4. Temporal slack reduction effects 92</p> <p>3.3.5. Spatial slack reduction effects 94</p> <p>3.4. Mechanisms linking slack reduction and creativity 98</p> <p>3.4.1. Focus of attention 98</p> <p>3.4.2. Ability to “travel through time” 99</p> <p>3.4.3. Support provided by the leader 100</p> <p>3.5. Conclusion 101</p> <p><b>Chapter 4. Managing R&D Professionals: HRM Practices and Current Challenges 103</b></p> <p>4.1. HRM and R&D: complex relationships 103</p> <p>4.1.1. R&D: a world that has long remained foreign to HRM regulations 104</p> <p>4.1.2. Recurrent tension between standardization and differentiation 108</p> <p>4.1.3. Project organization: a necessary source of adaptation of HRM in R&D 110</p> <p>4.2. HRM development in R&D today 111</p> <p>4.2.1. Strategic HR planning 111</p> <p>4.2.2. Recruitment and integration 113</p> <p>4.2.3. Assignments and mobility 118</p> <p>4.2.4. Individual assessment 121</p> <p>4.2.5. Remuneration 124</p> <p>4.2.6. Careers 127</p> <p>4.2.7. Competence management and training 131</p> <p>4.3. The new challenges of HRM in R&D 133</p> <p>4.3.1. Moving beyond an instrumental approach and adapting to the diversity of contexts 134</p> <p>4.3.2. Renewing (or reinventing) HRM in open innovation models 135</p> <p>4.3.3. Going beyond individualized HRM by integrating the collective dimension 137</p> <p>4.4. Conclusion 138</p> <p><b>Chapter 5. Collective Expertise: Forms and Methods of Management 139</b></p> <p>5.1. Collective expertise in R&D 140</p> <p>5.1.1. The dual facet of expertise: individual attribute and collective process 140</p> <p>5.1.2. Collective expertise and its current status 141</p> <p>5.2. Two forms of structuring: “horizontal” and “vertical” 142</p> <p>5.2.1. Horizontal structuring: interdisciplinary communities of expertise 142</p> <p>5.2.2. Vertical structuring: monodisciplinary communities of expertise</p> <p>5.3. Conclusion 157</p> <p><b>Chapter 6. Performance Management in R&D 159</b></p> <p>6.1. Performance in R&D 159</p> <p>6.1.1. A hard to define concept 159</p> <p>6.1.2. Management difficulties specific to R&D 162</p> <p>6.1.3. Performance challenges 163</p> <p>6.1.4. The delicate issue of measure 164</p> <p>6.2. Budgetary control of R&D departments 169</p> <p>6.3. Innovation project management control 171</p> <p>6.3.1. Economic assessment of projects: the two approaches 171</p> <p>6.3.2. Project management methods and tools 175</p> <p>6.4. Conclusion 181</p> <p>Bibliography 183</p> <p>Index 197</p>

US