EVALUATING RESEARCH PROJECTS AT TOSHIBA - DESIGNING A CONCEPTUAL-FRAMEWORK OF EVALUATING RESEARCH AND TECHNOLOGY DEVELOPMENT (RTD) PROGRAMS

Authors
Citation
A. Kameoka, EVALUATING RESEARCH PROJECTS AT TOSHIBA - DESIGNING A CONCEPTUAL-FRAMEWORK OF EVALUATING RESEARCH AND TECHNOLOGY DEVELOPMENT (RTD) PROGRAMS, Scientometrics, 34(3), 1995, pp. 427-439
Citations number
4
Language
INGLESE
art.tipo
Article
Categorie Soggetti
Information Science & Library Science","Information Science & Library Science
Journal title
ISSN journal
0138-9130
Volume
34
Issue
3
Year of publication
1995
Pages
427 - 439
Database
ISI
SICI code
0138-9130(1995)34:3<427:ERPAT->2.0.ZU;2-X
Abstract
Toshiba, a broadly-based electric/electronics manufacturer, operates d iversified businesses. A sophisticated research and technology managem ent system supports those businesses based on a research and technolog y development (RTD) organization consisting of three layers: corporate , business group, and divisional laboratories. Evaluation of RTD proje cts is varied in accordance with their characteristics. To promote fut ure inter-divisional business, the Corporate Incentive Program (CIP) f unds corporate projects which are authorized and evaluated by the Corp orate Technology Committee (CTC). In parallel, under the Corporate Str ategic Program (CSP), committees monitor and evaluate specific, rapidl y-advancing technologies so as to promote early acquisition and diffus ion. Additionally, transnational strategic alliances (TSAs) are promot ed on the basis of their merits and in accordance with Toshiba's corpo rate philosophy of Competition, Cooperation and Complementarity (CC&C) . The corporate Research and Development Center (RDC) conducts pre- an d intermediate evaluations as part of the Long- and Middle-range Plann ing every year. When new technologies are transferred to the business divisions, post-evaluation starts and future monetary impacts are esti mated; subsequently actual monetary contributions are monitored annual ly. Another style of pre-evaluation can be observed at the RDC in the Exploratory Programs by the Young (EPY). First, some actual cases at T oshiba are introduced. Next, discussion is extended to the evaluation framework, the corporate technology model and RTD productivity Also no ted is the importance of recognizing that the consumer is the ultimate evaluator and that evaluation-quality is improved by feedback from th e market. Concept creation and target clarification must come first; o nly then does the evaluation make sense.