Status of R&D on optical fiber communications systems in China

Research and development in China on optical fiber communications systems, including traditional high bit rate, coherent, and optical soliton systems is described. Their potential for telecommunications systems applications are outlined     

Managing the internationalization of R&D activities

The increasing dispersion of R&D laboratories in different countries force multinational firms to take a global view in managing their research operations and to make efforts to coordinate their dispersed R&D. Few studies have so far investigated whether or not international R&D structures exist, and how forms of division of labor, interdependencies, and coordination among geographically dispersed units take place. This paper proposes a taxonomy of international R&D structures and attempts to identify why and how they are designed as they are. It is based on the findings of field research on 12 multinational companies. It shows that the shape of the structure is dependent on the type of R&D activity, namely the longer time horizon of the research activity the more dispersed structure tend to be. Moreover, the structural outcome seems to be strongly influenced by two variables: the degree of dispersion of external sources of knowledge, and the degree of dispersion of the key internal R&D resources. These factors in turn are dependent on both industry- and firm-specific variables. This helps explain why the international R&D structural outcome varies from industry to industry and from firm to firm within the same industry     

R&D project selection versus R&D project generation

Much of the technical literature emphasizes R&D project selection. This paper reviews the author's experience with R&D project selection. In his view, this experience suggests that the emphasis should be on the generation of high-quality R&D projects through effective communication of corporate priorities, implementation issues, and related technical efforts     

EU's R&D activities on third generation mobile satellitesystems (S-UMTS)

This article summarizes the European Union (EU) activities in the ACTS program satellite component of the UMTS. The projects INSURED, NEWTEST, SECOMS, SINUS, and TOMAS are introduced, and their R&D work on the services implemented in the different test platforms, the network integration scenario into the UMTS network, the studies performed for the air interface, the mobile terminals implemented, and the demonstrated applications are summarized. Furthermore, a new approach using neural networks for adaptive channel equalization and the concept for an EHF/Ka-band system are introduced     

Harris R&D

Harris Corp in communications technology has approved a R&D agreement with the University of Florida's College of Engineering, facilitating collaboration between Harris and the university in a variety of engineering fields. Kwame Boakye, Harris VP of technology says “We have synergy in a number of research areas, including advanced communications, nanotechnology, mechanical systems, power systems, database and information processing.”This is a short news story only. Visit www.three-fives.com for the latest advanced semiconductor industry news.     

Auditing R&D planning

A five-step procedure for auditing R&D planning and budgeting processes is presented. A major difference between this and standard approaches is the use of a follow-up mail questionnaire to validate the findings and identify major differences of opinion which can be addressed during implementation. The method itself was developed during the completion of nine case studies and nearly 100 personal interviews of R&D and business executives. A series of R&D planning norms is used to direct attention toward issues which should be addressed during the audit. An example of a successful audit which used this five-step procedure is also presented. The method and ideas presented have and can be successfully applied to a wide range of industrial research and engineering organizations     

Microelectronics R&D blossoms in Taiwan

Microelectronics development has progressed rapidly during the past 30 years. Unlike several leading Western countries, with long standing microelectronics facilities, Taiwan's microelectronics industry has grown in a very short time. In 1994, Taiwan's IC production was 3.5 percent of the world's semiconductor market. Based on the current growth rate, Taiwan will account for about 8 percent of the world's semiconductor market in 2000. Taiwan's rapidly growing microelectronics industry is the result of the unprecedented progress in microelectronics education in academic institutions, the strong infrastructure which has been designed for the country's semiconductor industry, and its strong ties to both Japanese as well as western cultures. In order to compete in the IC industry, three basic elements are required-capital, manpower, and determination. Unlike other major industries, the microelectronics industry relies heavily on research and development (R&D). Thus, for an advanced IC company, high quality manpower is the key to success. Microelectronics education, therefore, is ultimately one of the most important factors for determining that success     

R&D: salvation in verification

The impact of arms reductions on US Government R&D funding is discussed. It is noted that funding will probably be cut at worst by a percentage point or two, propped up by large programs such as the Strategic Defense Initiative (SDI), and with opportunities in newer defense priorities such as surveillance and the force multiplication technologies that will increase the effectiveness of the smaller forces deployed. Trends in overall spending are examined, and particular programs are considered. Declines in research spending as opposed to development and the role of university R&D are discussed     

Telecom R&D focuses on immediate needs

The ongoing transformation of Brazil's telecommunications market is pushing R&D to the fore. Its new prominence is due to the economy's liberalization, with a gradual reduction in import tariffs, growing competition at home, and a move toward the international marketplace, not to mention the desire to privatize telephone operating companies. These companies are supported by CPqD (for Centro de Pesquisa e Desenvolvimento), the R&D vehicle of the Federally held Telebras. CPqD zeroes in on such areas as digital switching, operations support, service development, intelligent networks, and more. Among the noteworthy accomplishments are the Tropico R and Tropico RA digital switches, designed to withstand sweltering conditions at 80 percent humidity and temperatures up to 40°C (without special air conditioning), a debit-card pay phone system, optical communications devices, and operations support software     

The new joint R&D

During the 1980s, a new form of collaborative research and development emerged in Europe, the US, and Japan. In this new form of joint R&D, companies that compete against one another join together for the purpose of creating new process technology in specified domains. This collaboration among competitors is justified for the development of technologies that many companies will ultimately use in a common manner. Such leaky technology typically cannot be effectively protected by patent or other means, and thus will not be developed except through collaborative means, in which those who benefit jointly incur the R&D expense. In Europe and Japan, governments typically provide 50-70% of the cost of such a joint project, while in the United States, government support for joint R&D is just now beginning to become available. The R&D collaboratives are described as being of two types: the secretariat, which is a coordinative body, and the operating entity, which operates its own R&D laboratory facilities. The conditions under which each organizational form appears, as well as the kinds of effort each form typically undertakes, are described     

R&D manager's performance expectations

Managers of professional employees from 18 companies were assessed to determine attributes associated with their most-preferred and least-preferred technical professional. It was found that managers of technical professionals have a clear cognitive set regarding behavior and characteristics associated with the most-preferred and least-preferred technical professional. A basic cognitive model for professional attributes emerges from the consistency of managerial perspective. This cognitive model encompasses technical expertise, ability to get along with coworkers and boss, a responsible attitude, ability to supervise their own work, self-motivation, and loyalty to the company as behavior associated with the most-preferred technical professional     

The R&D cycle: the influence of product and process R&D onshort-term ROI

The purposes of this paper are first to explore the relationship between the total R&D budget and two major components, product and process R&D, and second, to examine the relationship between these two types of R&D and the profitability of the business. The paper explores a cyclical pattern in the relationship between product and process R&D on the one hand and the short-term return on investment (ROI) of the business on the other hand. The total level of R&D investment plays a key role in this relationship. The foundation of this paper is based on prior work about the changing role of R&D over the life cycle of a new product or a new technology. It is also based on the notions of the S-curve response function and the limited compatibility between product and process R&D. The empirical part of the paper is derived from the PIMS database where the sampling units are strategic business units (SBUs). It is, therefore, different from studies where the focus of analysis is a single product or technology. Two forms of analysis are presented: correlation analysis of the hypothesized relationship and nonparametric tests of the stability of findings. The analysis assumes a lagged relationship between the investment in R&D and performance in terms of ROI. The primary conclusion is that product and process R&D modestly affect ROI two years later. The relationship appears to be different depending on the level of total R&D spending     

Foreign R&D in the United States

A new study reveals a marked rise in US activity of R&D by foreign companies. How large is direct foreign investment in R&D in the USA? What exactly do these facilities research and develop? Why have non-US companies set up new operations or expanded existing facilities for R&D in the USA? How do these firms decide where to locate? To address these and related questions, the operations of over 50 European, Japanese, and South Korean R&D facilities were studied. All belong to the the electronics, biotechnology or automotive industries. The results of this study are analysed