Research-Technology Management Journal Celebrates 50 Years

Since 1958, Journal Has Broken New R&D Studies

 

Arlington, VA (January 3, 2007) - Advances in leadership of research and development within the laboratories and think tanks of America's largest companies often first appeared in the peer-reviewed Research-Technology Management (RTM) Journal, published by the Industrial Research Institute (IRI). For 50 years, IRI's journal has published research such as Procter & Gamble's Connect + Develop (2002), What We've Learned-Managing Invention and Innovation by E.B. Roberts, David Sarnoff Professor of Management of Technology, MIT (1988); and Debunking the Myths of New Product Development by Robert G. Cooper (1994), professor of marketing, Michael de Groote School of Business, and world expert in the field of new product and product innovation management. IRI's 200 member organizations invest more than $70 billion annually in R&D.

In a 2004 study by Rensselaer Polytechnic Institute, RTM was ranked #3 in a citation-based study of technology innovation management specialty journals. The study showed that RTM was found to be the most practice-oriented journal and the source of choice for academics wishing to gain insights from R&D practitioners and to ground academic theory in practice.

Since its inception, the journal has featured case histories of research from companies such as IBM, Intel, Siemens, Bell Labs, Hewlett-Packard, Boeing, Whirlpool, Samsung, 3M.General Electric, General Motors, Corning Glass and Goodyear Tire and Rubber.

“RTM has helped put IRI on the map by publishing some of the leading research and development studies and case histories ever emerging from American companies,” said Edward Bernstein, IRI President.

Since 1958, some of the most famous technology management leaders, inventors, scientists, engineers, scholars, and Presidential science advisors have contributed to RTM. Among them are the first Presidential science advisor, James R. Killian; John Seely Brown, Chief Scientist, Xerox Corporation and Director, Palo Alto Research Center (PARC); Dr. Roland W. Schmitt, Senior Vice President, Science and Technology, General Electric, and member of GE's Corporate Executive Council; John Backus, inventor of Fortran, Richard N. Foster, Director of McKinsey & Co., Mary L. Good, Under Secretary for Technology in the U.S. Dept. of Commerce, Henry Chesbrough, University of California, Berkeley, Haas School of Business; and C.K. Prahalad, Graduate School of Business at the University of Michigan

RTM has made its mark as the journal of the nation's leading association of companies and federal laboratories working together to improve their research and development capabilities. Cited and high-impact articles are being reprinted in the journal in honor of its golden anniversary.

 

Among these articles with dramatic impact to the U.S.' economy and business community include:

  • Procter & Gamble's Connect + Develop strategy was first published in RTM -- “Connect & Develop Complements Research & Development at P&G,” Vol. 45, No. 2, March-April, 2002, pp. 38-45. The article was based on material presented at the 2000 IRI meeting (six years before the work was published in Harvard Business Review).
  • E. B. Roberts, “What we've Learned - Managing Invention and Innovation,” January-February, 1988. Edward Roberts, a well-known leader for more than 40 years in research and education on the management of technological innovation, and the David Sarnoff Professor of Management of Technology at MIT, revisits his original 1988 article in the Jan-Feb 2007 issue of RTM. He finds “little to regret and nothing to retract.” The original article surveyed the management of invention and innovation during the previous 50 years focusing on three major dimensions of the invention and innovation process: staffing, structure and strategy. Taken together, their improved management was found to contribute critically to achieving successful institutionalized innovation.
  • G. R. Mitchell and W. F. Hamilton, “Managing R&D as a Strategic Option,” May-June 1988. (reprinted March-April 2007) Addressing the overuse of ROI and related investment criteria in knowledge-intensive situations, this article was one of the first to observe that R&D programs directed toward strategic positioning paralleled the use of call options on stocks.

Each year, the best article in RTM receives the coveted Maurice Holland award, named for the founder of IRI. Holland Award articles have covered such topics as management vision, values and strategies; organizational capabilities and alliance and processes; and planning and execution of programs and projects. RTM's Holland Award papers are available in the reprint collection, “Winning Concepts & Practices for Managing Industrial R&D.” Review copies available from IRI Headquarters by contacting Michele Taussig, 703.647.2588, or taussig@iriinc.org

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About the Industrial Research Institute
The IRI is an association of innovative companies founded by the National Research Council in 1938. Its purpose is to enhance technological innovation in industry through education, networking and the dissemination of knowledge. IRI members include most of the leading global companies known for leadership in innovation. For more information about IRI, the journal Research-Technology Management, and other publications, please visit www.iriweb.org.