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      Project Selection Models or Professional Autonomy?

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      research-article
      Prometheus
      Pluto Journals
      autonomy, centralized corporate R&D laboratories, control, evaluation, idea generation, project selection models
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            Author and article information

            Journal
            cpro20
            CPRO
            Prometheus
            Critical Studies in Innovation
            Pluto Journals
            0810-9028
            1470-1030
            September 1999
            : 17
            : 3
            : 269-282
            Affiliations
            Article
            8632131 Prometheus, Vol. 17, No. 3, 1999: pp. 269–282
            10.1080/08109029908632131
            b6a6b5db-5d00-49bd-8f92-f97eade131be
            Copyright Taylor & Francis Group, LLC

            All content is freely available without charge to users or their institutions. Users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles in this journal without asking prior permission of the publisher or the author. Articles published in the journal are distributed under a http://creativecommons.org/licenses/by/4.0/.

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            Page count
            Figures: 0, Tables: 0, References: 35, Pages: 14
            Categories
            PAPERS

            Computer science,Arts,Social & Behavioral Sciences,Law,History,Economics
            project selection models,idea generation,control,centralized corporate R&D laboratories,autonomy,evaluation

            NOTES AND REFERENCES

            1. This research was supported by the National Science Foundation (SBR-9602200).

            2. A. Shapero, Managing Professional People, Free Press, New York, 1985; M. K. Badawy, ‘How to prevent creativity mismanagement’, Research Management, 1986, pp. 28–35; J. A. Raelin, The Clash of Cultures: Managers and Professionals, Harvard Business School Press, Boston, 1990.

            3. M. Larson, The Rise of Professionalism, University of California, Berkeley, 1977; C. Derber (ed.), Professionals as Workers: Mental Labor in Advanced Capitalism, G. K. Hall, Boston, 1982; C. Derber, Power in the Highest Degree: Professionals and the Rise of a New Mandarin Order, Oxford University Press, New York, 1990.

            4. J. R. Sutton, ‘Organizational autonomy and professional norms in science: a case study of the Lawrence Livermore Laboratory’, Social Studies of Science, 1984, pp. 197–224; L. Bailyn, ‘Autonomy in the industrial R& D labs’, Human Resource Management, 1985, pp. 129–46; F. A. Dubinskas, ‘Janus organization: scientists and managers in genetic engineering firms’, in F. A. Dubinskas (ed.), Making Time, Temple University Press, Philadelphia, 1988; P. F. Meiksins and J. M. Watson, ‘Professional autonomy and organizational constraint: the case of engineers’, The Sociological Quarterly, 1989, pp. 561–85; R. Varma, ‘Professional autonomy vs industrial control?’, Science as Culture, 1999, pp. 23–45.

            5. See L. W. Steele, ‘Selecting R&D programs and objectives’, Research Technology Management, 1988, pp. 17–36.

            6. J. H. Dumbleton, Management of High-Technology Research and Development, Elsevier, Amsterdam, 1988.

            7. H. Schlicksupp, ‘Idea-generation for industrial firms—report on an international investigation’, R&D Management, 1977, pp. 61–9.

            8. K. Holt, ‘Information and needs in idea generation’, Research Management, 1975, pp. 24–7.

            9. N. R. Baker, E. P. Winkofsky, L. Langmeyer and D. J. Sweeney, ‘Idea generation: a Procrustean bed of variables, hypotheses, and implications’, in B. V. Dean and J. L. Goldman (eds), Management of Research and Innovation, North-Holland Publishing, Amsterdam, 1980.

            10. See E. Corcoran, ‘Rethinking research’, Scientific American, 1991, pp. 136–9; R. Varma, ‘Restructuring corporate R&D: from autonomous to linkage model’, Technology Analysis & Strategic Management, 1995, pp. 231–47.

            11. See W. A. B. Purdon, ‘Increasing R&D effectiveness: researchers as business people’, Research Technology Management, 1996, pp. 15–18; L. S. Edelheit, ‘GE's R&D strategy: be vital’, Research Technology Management, 1998, pp. 21–7.

            12. P. Fahrni and M. Spatig, ‘An application-oriented guide to R&D project selection and evaluation methods’, R&D Management, 1990, pp. 155–71.

            13. A. F. Helin and W. E. Souder, ‘Experimental test of a Q-sort procedure for prioritizing R&D projects’, R&D Management, 1974, pp. 99–104.

            14. R. H. Becker, ‘Project selection checklists for research, product development, and process development’, Research Management, 1980, pp. 34–6.

            15. R. Horesh and B. Raz, ‘Technological aspects of project selection’, R&D Management, 1982, pp. 133–40.

            16. B. Jackson, ‘Evaluating R&D projects’, Research Management, 1983, pp. 16–22.

            17. L. W. Ellis, The Financial Side of Industrial Research Management, John Wiley & Sons, New York, 1984.

            18. F. Krawiec, ‘Evaluating and selecting research projects by scoring’, Research Management, 1984, pp. 21–5.

            19. A. Wilkinson, ‘Developing an expert system on project evaluation’, R&D Management, 1991, pp. 19–30, 207–14, 309–18.

            20. Bailyn, op. cit.; Meiksins and Watson, op. cit.

            21. Cited in E. Friedson, Professional Powers A Study of the Institutionalization of Formal Knowledge, The University of Chicago Press, Chicago, 1986.

            22. A. Abbott, The System of Professions, The University of Chicago Press, Chicago, 1988.

            23. S. Brint, In an Age of Experts: The Changing Role of Professionals in Politics and Public Life, Princeton University Press, New Jersey, 1994.

            24. S. Marcson, The Scientist in American Industry, Harper & Brothers, New York, 1960; W. Kornhauser, Scientists in Industry: Conflict and Accommodation, University of California Press, Berkeley, 1962; G. A. Miller, ‘Professionals in bureaucracy: alienation among industrial scientists and engineers’, in R. H. Hall (ed.), The Formal Organization, Basic Books, New York, 1972.

            25. S. Cotgrove and S. Box, Science, Industry and Society, Barnes & Noble, New York, 1970.

            26. Larson, op. cit.; Derber, op. cit.

            27. Raelin, op. cit.; S. B. Bacharuch, P. Bamberger and S. C. Conley, ‘Negotiating the see saw of managerial strategy: a resurrection of the study of professionals in organizational theory’, Research in the Sociology of Organization, 1991.

            28. Shapero, op. cit.; Badawy, op. cit.

            29. E. Mansfield, ‘Academic research and industrial innovation’, Research Policy, 1991, pp. 1–12; E. Mansfield, ‘Academic research and industrial innovation: a further note’, Research Policy, 1992, pp. 295–6.

            30. M. Rock and R. Rock (eds), Corporate Restructuring, McGraw-Hill, New York, 1990.

            31. Friedson, op. cit.

            32. Brint, op. cit.

            33. N. R. Baker, ‘R&D project selection models: an assessment’, R&D Management, 1974, pp. 105–111; Steele, op. cit.

            34. B. C. Twiss, Managing Technological Innovation, Longman, London, 1986, p. 112.

            35. W. H. Dutton and K. L. Kraemer, Modeling as Negotiating: The Political Dynamics of Computer Models in the Policy Process, Ablex Publishing Corporation, New Jersey, 1985.

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