All Stories

  1. The Role of Creativity and Innovation Management Research in Times of Changing Security and Defence Realities
  2. Subsidiary Capability Development and Its Reverse Knowledge Transfer: A Microfoundation Perspective
  3. R&D Management Under Disruption and Uncertainty
  4. The Nobel “Pride” Phenomenon: An analysis of Nobel Prize discoveries and their recognition
  5. The internationalisation of R&D: Past, present and future
  6. Opening up early or late? The effect of open innovation before and after product launch on new product market performance
  7. Best practices in new product development and innovation: Results from PDMA's 2021 global survey
  8. The role of international networks in upgrading national innovation systems
  9. Guest Editorial: Special Issue Based on Papers Submitted to All 2018 IEEE TEMS Conferences
  10. Managing “forced” technology transfer in emerging markets: The case of China
  11. Organic vs. mechanistic coordination in distributed New Product Development (NPD) teams
  12. “Forced technology transfer” policies: Workings in China and strategic implications
  13. Managing Foreign R&D in China
  14. Foreign R&D in China at a Crossroads?
  15. Leading Pharmaceutical Innovation
  16. The Nature and Dimensions of Knowledge Mobility for Competitive Advantage
  17. Conceptual Model and Hypotheses
  18. Conclusions and Limitations
  19. Discussion
  20. Implications and Recommendations
  21. Introduction: Better Safe than Sorry
  22. Literature Review
  23. Methodology
  24. Qualitative Results
  25. Quantitative Results
  26. The importance of spatial agglomeration in product innovation: A microgeography perspective
  27. Avoiding the Pitfalls of Reverse Innovation
  28. Criteria to assess potential reverse innovations: opportunities for shared learning between high- and low-income countries
  29. The impact of organizational culture on Concurrent Engineering, Design-for-Safety, and product safety performance
  30. Multi-issue negotiation in quality function deployment: Modified Even-Swaps in new product development
  31. Formation of R & D alliances in the Chinese mobile telephony industry
  32. The Internationalisation of Business R&D. Edited by BernhardDachs, RobertStehrer, and GeorgZahradnik. Edward Elgar: Cheltenham, 2014, ISBN 978-1783470891, hardcover, £65, pp. 224.
  33. A Typology of Reverse Innovation
  34. How Team Identification and Expertise Identification Affect R&D Employees' Creativity
  35. Managing Open Innovation in Multinational Enterprises: Combining Open Innovation and R&D Globalization Literature
  36. Managing R&D and New Product Development
  37. How do foreign firms patent in emerging economies with weak appropriability regimes? Archetypes and motives
  38. Preface
  39. How Leading Firms Manage Product Safety in NPD
  40. Managing R&D in China
  41. Offshoring of Intangibles: Organizational and Strategic Issues
  42. Main characteristics of world‐first innovation in catching‐up countries
  43. Global R&D organization and the development of dynamic capabilities
  44. Managing Global Innovation. Edited by R. Boutellier, O. Gassmann and M. von Zedtwitz
  45. International Management of Research and Development
  46. Technological capability development in China's mobile phone industry
  47. Special Issue ofIndustry and Innovationon
  48. How technology‐based university research drives innovation in Europe and China
  49. Leading Pharmaceutical Innovation
  50. Managing Global Innovation
  51. Differences in orientations between Western European and Chinese service organizations
  52. High-Tech Industries in China. Edited by Chien-Hsun Chen and Hui-Tzu Shih
  53. Globalization of R&D and China: An Introduction
  54. Managing Foreign R&D in China
  55. Are Service Profiles Incubator-Specific? Results from an Empirical Investigation in Italy*
  56. Risikomanagement in Inkubatoren
  57. The evolution of research on R&D and technology management in China
  58. Architecting gloCal (global–local), real-virtual incubator networks (G-RVINs) as catalysts and accelerators of entrepreneurship in transitioning and developing economies: lessons learned and best practices from current development and business incubati...
  59. Inkubatoren für die Kommerzialisierung neuer Technologien
  60. The Chemical and Pharmaceutical Industry in China
  61. Developing the Pharmaceutical Business in China — The Case of Novartis
  62. Managing Industrial Knowledge
  63. Editorial: managing R&D in China
  64. Managing foreign R&D laboratories in China
  65. Chinese R&D: naissance, renaissance, or mirage?
  66. Appendices
  67. Leading Pharmaceutical Innovation
  68. Pharmaceutical Innovation: The Case of Switzerland
  69. Management Answers to Pharmaceutical R&D Challenges
  70. Future Directions and Trends
  71. Organizing global R&D: challenges and dilemmas
  72. The Pipeline Management Challenge: How to Shape the Innovation-Flow
  73. Innovation as a Key Success Factor in the Pharmaceutical Industry
  74. The Outsourcing and Internationalization Challenge: How to Harness Outside Innovation
  75. The Science and Technology Challenge: How to Find New Drugs
  76. Initial directors of international R&D laboratories
  77. A FOUR-LAYER MODEL FOR STUDYING ORGANIZATIONAL STRUCTURE.
  78. Trends and determinants of managing virtual R&D teams
  79. Classification and management of incubators: aligning strategic objectives and competitive scope for new business facilitation
  80. Innovation Processes in Transnational Corporations
  81. Organizational learning through post–project reviews in R&D
  82. Market versus technology drive in R&D internationalization: four different patterns of managing research and development
  83. Managing customer oriented research
  84. Risikomanagement in Inkubatoren
  85. Managing Global Innovation
  86. Establishing Overlaying Structures
  87. Transnational R&D Processes
  88. The Global Market and Technology Innovator*
  89. SAP: International Project Management
  90. Challenges of Organizing International Research & Development
  91. Managing the International R-to-D Interface
  92. Managing Knowledge and Human Resources
  93. Using Global Networks for Virtual Development
  94. Unisys: Localization of Software Development
  95. Trends and Drivers in R&D Location
  96. Daimler: Global Knowledge Sourcing and Research
  97. MTU: Partner in International High-Tech-Cooperations
  98. Localizing R&D Resources
  99. Schering: Synchronised Drug Development
  100. Implications for Organizing Global R&D
  101. The Market as a Challenge for R&D
  102. Organizational Concepts: Towards the Integrated R&D Network
  103. Leica Microscopy: International Transfer of R&D Activities
  104. Planet-Wide Patterns in the Company’s Technology Tapestry
  105. Nestlé: Interaction of R&D and Intelligence Management
  106. Schindler: Institutionalizing Technology Management and R&D Core Competencies
  107. Organizing Virtual R&D Teams: Towards a Contingency Approach
  108. F. Hoffmann-La Roche: Global Differentiation between R and D
  109. ABB: Management of Technology: Think Global, Act Local
  110. Ciba: International Research Laboratories in Japan: Practical Validation of a Strategic Concept
  111. Hitachi: Management Practices for Innovation in Global Industrial Research
  112. R&D as the Motivating Force for Continuous Growth and Diversification
  113. DuPont: Gaining the Benefits of Global Networks — from the Science Base to the Market Place
  114. New Information and Communication Technology as an Enabler for Dispersed R&D Projects
  115. New concepts and trends in international R&D organization
  116. Daimler-Benz: Global Knowledge Sourcing and Research
  117. Establishing Overlaying Structures
  118. Managing Global Innovation
  119. Managing Knowledge and Human Resources
  120. Trends and Drivers in R&D Location
  121. Transnational R&D Processes
  122. Implications for Organizing Global R&D
  123. Challenges of Organizing International Research & Development
  124. Managing the International R-to-D Interface
  125. Organizational Concepts: Towards the Integrated R&D Network
  126. The Market as a Challenge for R&D
  127. New Information and Communication Technology as an Enabler for Dispersed R&D Projects
  128. Organizing Virtual R&D Teams: Towards a Contingency Approach
  129. Organization of industrial R&D on a global scale
  130. International R&D by Chinese companies
  131. Managing technology transfer from research to development in international R&D projects
  132. Organizing virtual R&D teams: towards a contingency approach