Abstract
Although the globalization of industrial R&D processes has increasingly attracted management scientists and considerable work on R&D internationalization has been done since the 70s, important problems in organizing geographically distributed R&D sites have not yet been resolved. This analysis is based on 165 interviews in 31 technology-based multinationals from Switzerland, Germany, USA, and Japan conducted between 1994 and 1997. We describe the extent of R&D internationalization, its key drivers and principal impediments. Two trends are identified: (i) a geographic concentration on leading technology centres, and (ii) a tightened coordination of R&D units. Overlaying structures, superimposed to regional and functional structures, play a central role in overcoming current deficits in global R&D management. Organizational constituents of this structure are technology offices (Schering), technology management as a competence center (Schindler), central project offices (IBM), central project management (Bayer), project oriented career development (Bosch), virtual project management departments (Roche), and cross-cultural job rotation (ATR).
Original language | English |
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Journal | R and D Management |
Volume | 28 |
Issue number | 3 |
Pages (from-to) | 147-161 |
Number of pages | 15 |
ISSN | 0033-6807 |
DOIs | |
Publication status | Published - Jul 1998 |
Externally published | Yes |