By Topic

Corporate R&D strategy portfolio in Japanese and Australian technology-based firms: an empirical study

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

2 Author(s)
Ziqi Liao ; Sch. of Accountancy & Bus., Nanyang Technol. Inst., Singapore ; Greenfield, P.F.

This paper presents an empirical study on the strategic structure of corporate R&D in Japanese and Australian technology-based companies. The perceived importance and distribution of basic research, precompetitive strategic research and applied research within a corporate R&D portfolio are examined through a comparative analysis of survey data. The results suggest that Japanese firms tend to place great emphasis on basic and precompetitive strategic research, although applied research still retains its importance. They recognize that basic research is critical to achieve long-term competitive advantages in the marketplace. Australian firms also realize the importance of basic research and the use of portfolio approach in R&D management. However, research work in Australian firms tends to focus on applied research with only a limited involvement in medium- and long-term research. Finally, it is concluded that Japanese firms utilize a portfolio approach to corporate R&D management more systematically than do their Australian counterparts

Published in:

Engineering Management, IEEE Transactions on  (Volume:45 ,  Issue: 4 )