NDLI: Linking KM Strategy to R&D Performance: An Empirical Study of CSIR R&D Laboratories

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Linking KM Strategy to R&D Performance: An Empirical Study of CSIR R&D Laboratories

Content Provider	Semantic Scholar
Author	Kumar, Niraj
Copyright Year	2013
Abstract	Carrillo et al (2000) [1] suggested that KM could be integrated into key performance indicators. Indian organizations today face a challenging situation. There has been a sea change in their business environments since 1991 when the first step towards liberalization was taken. The WTO regime, foreign competition, increased consumer awareness and stringent regulatory mechanisms have put immense pressure to improve product performance. Many organizations now are investing in their R&D activities with expectations to improve organizational competitiveness. Technology Management is becoming increasingly important as managing technological change becomes a top priority for management and technology is recognized as a key asset, (Twiss 1992) [2]. Research is becoming more complex and thereby increasing both the cost and financial risks of performing research. As an effect, the evaluation of R&D interventions and identifying the contribution of R&D becomes sensitive and crucial.KM Strategies need to be aligned to strategic objectives. These links will enable an assessment of the effectiveness of KM in terms of the degree to which strategic objectives are realized. The framework shows the possible relationships between KM strategy, R&D performance and strategic objectives.
File Format	PDF HTM / HTML
Alternate Webpage(s)	http://www.erpublications.com/uploaded_files/download/download_20_05_2013_09_54_32.pdf
Language	English
Access Restriction	Open
Content Type	Text
Resource Type	Article

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