Whittington, Richard (1991) Changing Control Strategies in Industrial R&D. R & D Management, 21 (1). pp. 43-53.
This article reports a comparative study of six in-house and eight independent industrial R&D organisations. These organisations are analysed in terms of three types of control strategy - market control, hierarchical control and professional control. The paper suggests that the professional control strategy, emergent after World War Two, is now being increasingly challenged by market control strategies. R&D organisations under or adopting market control are shown to enjoy marked productivity advantages. The distinctive managerial practices of market controlled R&D are analysed. It is concluded that many in-house laboratories have much to gain by partial adoption of these market control practices.
|Keywords:||Research and Development; Market control|
|Subject(s):||Strategy; Entrepreneurship & Global business|
|Centre:||Faculty of Strategy, Entrepreneurship and International Business|
|Date Deposited:||19 Dec 2011 10:15|
|Last Modified:||23 Oct 2015 14:06|
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