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IEEE Transactions on Engineering Management

Issue 3 • Date Aug. 1984

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  • Contents

    Publication Year: 1984, Page(s): 1
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  • Advertisements

    Publication Year: 1984, Page(s): 1
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  • About this issue

    Publication Year: 1984, Page(s): 101
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (175 KB)

    THE PAPERS in this issue do not cluster around a single topic or small set of topics. They range widely across the spectrum of problems which managers of Research, Development, and Engineering (RD&E) face in their attempts to contribute to the innovation process. One subset of the papers focuses on aspects of project management and role perceptions and performance. The notion of “org... View full abstract»

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  • Patent guidelines for research managers

    Publication Year: 1984, Page(s):102 - 104
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (624 KB)

    The guidelines were designed to give research managers some insight into corporate patent policy. The intent was to highlight frequently encountered patent-related issues that arise during day-to-day activities in the corporate environment. The importance for managers of becoming familiar with these issues and some of the related terminology is stressed. View full abstract»

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  • Boundary-spanning activities in electronics firms

    Publication Year: 1984, Page(s):105 - 111
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1360 KB)

    A study of boundary-spanning activities (interaction with the outside-company environment) in 24 US West Coast electronics firms is reported. Boundary-spanning activity was found to be related to perceptions of the external environment's importance and controllability and to the boundary spanner's functional position. No significant relationship was found between environmental unpredictability and... View full abstract»

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  • R&D career paths: Their relation to work goals and productivity

    Publication Year: 1984, Page(s):111 - 117
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1189 KB)

    Organizational planning for technical personnel in large R&D units is often based on assumptions concerning the impact of age on their research productivity as well as shifts into administrative positions. In a study of nonacademic researchers in Israel, these relationships are used to identify persons proceeding along three possible career progressions: entering administration, remaining with... View full abstract»

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  • Organizational correlates of perceived role performance in the research laboratory

    Publication Year: 1984, Page(s):118 - 121
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (819 KB)

    It is shown through an empirical study that scientists perceive themselves at higher levels of role performance in research laboratories managed through the so-called organic system identified by T. Burns and G.M. Stalker, 1966. It is the hypothesis of the author that the more organic the system of management, the higher the perceived role performance of the individual scientist. The study involve... View full abstract»

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  • “Reverse” transfers of technology from overseas subsidiaries to American firms

    Publication Year: 1984, Page(s):122 - 127
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1398 KB)

    Although US firms perform about 10% of their R&D overseas, little is known about the transfer of technology from overseas subsidiaries to their US parents. A study was made of the extent, growth nature, and effect of such reverse technology transfer. The results, based on data regarding 29 overseas laboratories (which account for about 10% of all overseas R&D spending by US-based firms), h... View full abstract»

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  • An evaluation of the effectiveness of project control systems

    Publication Year: 1984, Page(s):127 - 137
    Cited by:  Papers (5)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1688 KB)

    Researchers and practitioners have been unable to identify general guidelines or develop a prescriptive model for the project manager to use when selecting a project control system. The research presented extends and integrates areas of past research on project control systems; it addresses the interactions between project control systems and the situations in which they are implemented. The resul... View full abstract»

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  • The effectiveness of project managers: Implications of a political model of influence

    Publication Year: 1984, Page(s):138 - 146
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1817 KB)

    Many R&D establishments are facing increasing pressure to reduce costs, leading to high competition among groups for scarce resources and for status. In many cases this is leading to reorganization of R&D laboratories designed to enhance the authority and effectiveness of project managers. These reorganizations are often guided by the paradigm of organizational reality termed the rational ... View full abstract»

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  • Creativity & innovation network

    Publication Year: 1984, Page(s): 147
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  • Journal of management studies

    Publication Year: 1984, Page(s): 148
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  • Journal of the society of research administrators

    Publication Year: 1984, Page(s): 149
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  • Research management: An international journal dedicated to enhancing the effectiveness of industrial research

    Publication Year: 1984, Page(s): 150
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  • About the authors

    Publication Year: 1984, Page(s):151 - 152
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    Freely Available from IEEE

Aims & Scope

Management of technical functions such as research, development, and engineering in industry, government, university, and other settings. Emphasis is on studies carried on within an organization to help in decision making or policy formation for RD&E. 

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Meet Our Editors

Editor-in-Chief
Rajiv Sabherwal
Sam M. Walton College of Business, University of Arkansas