Innovating from big science research
- 102 Downloads
Increasing scientific knowledge demands technological breakthroughs beyond industrial innovation activity. Using this as a basic motivation for R&D collaboration between industry and big science, the paper reports a systematic approach to exploit the technological treasures embedded in experimental basic research. Based on a systematic technology breakdown and mapping of each technological trajectory with possible application areas, the method enables one to direct joint efforts on the most prominent research topics. Yet, to achieve this active partners are needed to enter the innovative conversion process to turn scientific ambitions into commercial products. Some industrial companies practicing active R&D strategy have realized this, and the paper outlines some cases where the product innovation, is not the only motivation to enter big science collaboration. Putting all this together, and knowing the severe financial and political pressures the major scientific research labs are facing, the paper defines the practical procedures needed to initiate the process which eventually leads to better technological return from fundamental research.
KeywordsTechnological Opportunity Technological Trajectory Thin Metal Sheet Scientific Ambition Experimental Basic Research
Unable to display preview. Download preview PDF.
- Andersen, E. S., and B. Å. Lundvall. “Small National Systems of Innovation Facing Technological Revolutions: An Analytical Framework”. InSmall Countries Facing the Technological Revolution ed. C. Freeman and B. Å. Lundvall. London: Frances Pinter, 1989, pp. 9–36.Google Scholar
- EC.Green Paper on Innovation. European Commission, Brussels, December 1995.Google Scholar
- Evans, M. K.Economic Impact of NASA R&D Spending. Bala Cynwyd, PA: Chase Econometric Associates, 1975.Google Scholar
- Freeman, C.The Economics of Industrial Innovation. London: Frances Pinter Publishers, 2nd Edition, 1982.Google Scholar
- Morris, P. W. G., and G. H. Hough.The Anatomy of Major Projects—A Study of the Reality of Project Management. London: John Wiley & Sons, 1987.Google Scholar
- National Academy of Public AdministrationEconomic Impact and Technological Progress of NASA R &D Expenditures. Washington, DC: 1988.Google Scholar
- Nordberg, M.Contract Benefits and Competence-based Supplier Strategies-CERN as a Case Study. Institute of Industrial Management, Helsinki University of Technology, Espoo, 1994.Google Scholar
- SAPPHO.Project Sappho: Success and Failure in Industrial Innovation. Science Policy Research Unit, University of Sussex, 1971.Google Scholar
- Thamhain, H. J. “Best Practices for Controlling Technology-Based Projects.”Project Management Journal, December 1996, pp. 37–48.Google Scholar