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Multinational corporations claim that their synergistic innovative capabilities-their ability to create and deploy innovations rapidly and successfully-have been enhanced by global R&D. But have they? In attempting to answer this question, the authors seemlessly integrate rigorous quantitative analysis-e.g., multivariate regression, factor analysis, and partial least squares analysis-with 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.
List of contents
Preface
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
Conclusion
Appendices
Bibliography
Index
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.
