| Summary: | 碩士 === 國立臺灣科技大學 === 資訊管理系 === 97 === Research and Development (R&D) strategy and management is the foundation for new technologies and new product research and impact to the efficiency absolutely. Right R&D strategy and management can help company to have more competition advantage in the war of business. This research covers R&D strategy and management in the high tech industries. The case studied is based on the actual results and experiences of writer’s participation in driving the R&D strategy and management executive in R&D organization, in addition to personal experiences, there are also combine much more cross company’s in-depth interviews for actual experiences discussing and sharing result with those high level managers of Taiwan and foreign companies in high tech industries in past years. This study combines the results of actual experiences which apply R&D、performance evaluation related theories to make the conclusion, and provide an Oak Barrel framework of VALUE model and PRICE model.
R&D management strategy can divide to organization strategy、key member (operation and technical) strategy、R&D methodology and management style、performance evaluation. R&D organization should have voluntary and self-determination characteristic, knowledge application and generation would be the key performance. The right key candidate for critical technical and operation leader is the most important for company, the strategy leader of company have to communicate with the R&D leader in detail to make sure the company’s vision and strategy will be followed up exactly. It can help to understand the real performance of R&D organization. Then adjust the strategy and roadmap of vision. A reasonable performance evaluation system and good incentive program would increase organization efficiency; it will help to speed up self-growth of R&D members then help enterprise to make more benefit in business. Skill and value are possible to hidden in organization that if we can’t make R&D members to have empathy with company or incentive them to execute each process exactly. It increase possibility of risk and cost, maybe ROI of finance in short term would be find, but long term. So the performance evaluation of R&D organization should not evaluate by finance point of view only. It have to consider the balance of process efficiency、forecast and real satisfactions of customers、development competition in the future.
The environment of globalization competitive, driving the vendors only have manufacture or sales channel ability to invest their own R&D organization for increasing the competition ability in design. For those have R&D capability company, they are starting to build foreign design center or make expanded strategy for considering R&D cost、new technology approach、organization communication、new business achievement. No matter the purpose, the results of R&D team build are different. What is the critical impact factor? It is cause by culture differentiation? Or the success R&D management strategy in the past should be adjusted? This paper is to propose a data collection and fieldwork in qualitative research methods using empirical study to figure out the critical factor which will impact the R&D result. The results offer the business owners whom unsatisfied current R&D management performance to have the model can improve it. And help to figure out the possible strategy and management weakness, then making the improve plan. It can be the note for adjusting organization strategy while facing different market situation. The conclusion is making from high level management’s point of view; it can offer the organization out of R&D to consider if it can apply the same model concept.
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