Performance measurement of R&D and new product development
activities is gaining increased importance because the effectiveness
and the efficiency of these activities not only determine a
firm’s competitive advantage, but its very survival.
Consequently, while a few decades ago efficiency was regarded as the
single most important performance indicator, nowadays R&D sites
need to excel simultaneously in efficiency, quality, flexibility and
Taken together, R&D is a social system where organizational and behavioural variables interact and a climate of active participation and minimal dysfunctional conflict has to be facilitated. This requires carefully developed R&D controlling systems, skills in leadership, administration, organization, and technical expertise, and the ability to involve top management, to ensure organizational visibility, resource availability and overall support for innovative activities. However, there is no comprehensive and integrated answer to the basic question of why measure, what to measure and how to measure R&D performance. Much of the existing literature focuses on detailed description of metrics, of principles for design of measurement systems and the pros and cons of different measurement systems. I want to close this gap by analyzing the actual use of measurement results and the resulting behaviour of individuals and organizations, and subsequently the impact on innovation performance of R&D. The objective is to evolve opportunities and risks of controlling efforts in R&D depending on the type of activities and organizational structure.
Referent: Prof. O. Gassmann
Quantitative Studie mit 50 Unternehmen