Reorganisation and restructuring methods in R&D
by Hans Dietmar Burgel
International Journal of Technology Management (IJTM), Vol. 40, No. 4, 2007

Abstract: Research and Development (R&D) is focused on supplying an enterprise with new products, services, applications, processes, etc. It typically starts at the beginning of operational value creation and has usually a long lead-time before its results become effective. Reorganisation in the traditional sense will often lead only to short-term success with the danger of reducing the long-term earnings potential of R&D. It should be applied only during company crises. R&D should rather be engaged in constant restructuring efforts in all functional areas and processes concerned. This paper describes instruments that can help to make these measures effective.

Online publication date: Mon, 12-Nov-2007

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:

    Username:        Password:         

Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email