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Strategies for best practice in research and technology institutes: an overview of a benchmarking exercise
Author(s) -
Rush Howard,
Hobday Mike,
Bessant John,
Arnold Erik
Publication year - 1995
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1995.tb00897.x
Subject(s) - dynamism , benchmarking , relevance (law) , face (sociological concept) , best practice , political science , business , engineering management , knowledge management , management , engineering , marketing , computer science , sociology , economics , social science , physics , quantum mechanics , law
Many technology institutes have been criticised for their dislocation from, or lack of relevance to, industry. This paper provides an overview of a major benchmaking study which analyzed in depth the most successful technology institutes from eight nations (four in Europe and four in East Asia). Institutes selected for study met a criterion which included a combination of dynamism, relevance to industry, contribution to the national science and technology infrastructure, independent fund‐raising capability, innovative organizational structures, and effective management. The paper examines the activities engaged in by the eight institutes, the principal challenges they face, and identifies the main success factors underlying their achievements. The paper attempts to illustrate practical, best practice strategies by showing how leading technology institutes have successfully contributed to their national system of innovation. To this end, success factors have been categorized into those factors which are under the direct control of the institutes (internal), which are outside of their influence (external), and those which can be affected to a lesser or greater extent.