Multinational corporations claim that their synergistic innovative capabilitiestheir ability to create and deploy innovations rapidly and successfullyhave been enhanced by global R&D. But have they? In attempting to answer this question, the authors seemlessly integrate rigorous quantitative analysise.g., multivariate regression, factor analysis, and partial least squares analysiswith qualitative analysis of data from interviews and surveys.
The data are provided by senior R&D executives in approximately 80 global R&D facilities from leading North American, European, and Japanese multinational corporations. In analyzing this wealth of information, the authors cover the role of slack resources, knowledge management processes, and top management team diversity, all in the context of global R&D and its impact on the synergistic innovative capabilities of multinationals.
About the Author
AJAX PERSAUD is Assistant Professor of Management at the University of Ottawa.
VINOD KUMAR is Professor of Management of Technology at the Eric Sprott School of Business at Carleton University in Ottawa.
UMA KUMAR is Professor of Management of Technology at the Eric Sprott School of Business at Carleton University in Ottawa.
Table of Contents
The Case for Global R&D
Patterns of Global R&D
Configuring the Global R&D Network
Managing the Global R&D Innovation Process
Model of Global R&D Coordination and Synergistic Innovations
Assessing Synergistic Innovations: Multivariate Analysis
Assessing Synergistic Innovations; Partial least Squares Analysis
Coordinating Global R&D: A Core Competence
Networks for Synergistic Innovations