Advertisement

A Practical Strategic Planning Approach for R&D Organisations

  • Husam Arman
Chapter
Part of the Innovation, Technology, and Knowledge Management book series (ITKM)

Abstract

Although the objectives of the strategy can differ based on the situation as explained by the strategy guru [1] who put together five formal definitions of strategy, the essence of the strategy is still based on two fundamental questions: where to go and how to get there. Therefore, the strategic planning approach should attempt to answer these two questions.

References

  1. 1.
    Mintzberg, H. (1987). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11–24.CrossRefGoogle Scholar
  2. 2.
    Bowman, C., & Asch, D. (1996). Managing strategy. Berlin: Springer.CrossRefGoogle Scholar
  3. 3.
    Wright, P. L., Kroll, M. J., & Parnell, J. A. (1998). Strategic management: Concepts and cases. Upper Saddle River, NJ: Prentice Hall.Google Scholar
  4. 4.
    Hax, A. C. (1996). The strategy concept and process: A pragmatic approach. Singapore: Pearson College Division.Google Scholar
  5. 5.
    Boisvert, L. (2012). Strategic planning using Hoshin Kanri (Executive White Paper Series).Google Scholar
  6. 6.
    Cowley, M., & Domb, E. (1997). Beyond strategic vision: Effective corporate action with Hoshin planning. New York: Routledge.Google Scholar
  7. 7.
    Lisiński, M., & Šaruckij, M. (2006). Principles of the application of strategic planning methods. Journal of Business Economics and Management, 7(2), 37–43.CrossRefGoogle Scholar
  8. 8.
    David, F. R. (2011). Strategic management: Concepts and cases. Upper Saddle River, NJ: Peaeson/Prentice Hall.Google Scholar
  9. 9.
    Porter, M. E. (1985). Technology and competitive advantage. Journal of Business Strategy, 5(3), 60–78.CrossRefGoogle Scholar
  10. 10.
    Prahalad, C., & Hamel, G. (1993). The core competence of the corporation. Boston, MA: Harvard Business School Publishing Corporation.Google Scholar
  11. 11.
    Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.Google Scholar
  12. 12.
    Ansoff, H. I. (1965). The firm of the future. Harvard Business Review, 43(5), 162–178.Google Scholar
  13. 13.
    Mintzberg, H. (1987). Crafting strategy. Boston, MA: Harvard Business School Press.Google Scholar
  14. 14.
    Ries, E. (2011). The lean startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses. New York: Crown Business.Google Scholar
  15. 15.
    Schilling, M. (2012). Strategic management of technological innovation. Boston, MA: Tata McGraw-Hill Education.Google Scholar
  16. 16.
    Morris, L., Ma, M., & Wu, P. C. (2014). Agile innovation: The revolutionary approach to accelerate success, inspire engagement, and ignite creativity. Hoboken, NJ: Wiley.Google Scholar
  17. 17.
    Jain, R., Triandis, H. C., & Weick, C. W. (2010). Managing research, development and innovation: Managing the unmanageable. Hoboken, NJ: Wiley.CrossRefGoogle Scholar
  18. 18.
    Roussel, P. A., Saad, K. N., & Erickson, T. J. (1991). Third generation R&D: Managing the link to corporate strategy. Boston, MA: Harvard Business Press.Google Scholar
  19. 19.
    Dobni, C. B. (2010). Achieving synergy between strategy and innovation: The key to value creation. International Journal of Business Science and Applied Management, 5(1), 48–58.Google Scholar
  20. 20.
    Satariano, A. (2015). Apple is getting more bang for its R&D Buck. New York: Bloomberg Businessweek.Google Scholar
  21. 21.
    Sapsed, J. (2003). Restricted vision: Strategizing under uncertainty. London: Imperial College Press.Google Scholar
  22. 22.
    Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). Disruptive innovation. Harvard Business Review, 93(12), 44–53.Google Scholar
  23. 23.
    Gupta, A. K., Wilemon, D., & Atuahene-Gima, K. (2000). Excelling in R&D. Research-Technology Management, 43(3), 52–58.CrossRefGoogle Scholar
  24. 24.
    Karvonen, V., Karvonen, M., & Kraslawski, A. (2015). Mapping the activities between a public research organization and interest groups: A case study of LUT CST in Finland. European Planning Studies, 23(7), 1419–1436.CrossRefGoogle Scholar
  25. 25.
    Tidd, J., Bessant, J., & Pavitt, K. (2013). Managing innovation: Integrating technological, managerial organizational change. Hoboken, NJ: Wiley.Google Scholar
  26. 26.
    Nagji, B., & Tuff, G. (2012). Managing your innovation portfolio. Harvard Business Review, 90(5), 66–74.Google Scholar
  27. 27.
    Marshall, C., & Rossman, G. (2011). Designing qualitative research. Los Angeles, CA: Sage.Google Scholar
  28. 28.
    Yin, R. (2003). Case study research: Design and methods. London: Sage.Google Scholar
  29. 29.
    Greenwood, D. J., & Levin, M. (2006). Introduction to action research: Social research for social change. Thousand Oaks, CA: Sage.Google Scholar
  30. 30.
    Rumelt, R. (2011). Good strategy/bad strategy: The difference and why it matters. London: Profile books.Google Scholar
  31. 31.
    Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1997). Portfolio management in new product development: Lessons from the leaders—II. Research-Technology Management, 40(6), 43–52.CrossRefGoogle Scholar
  32. 32.
    Cooper, R., Edgett, S., & Kleinschmidt, E. (2001). Portfolio management for new product development: Results of an industry practices study. R&D Management, 31(4), 361–380.CrossRefGoogle Scholar
  33. 33.
    Bunce, M., Wang, L., & Bidanda, B. (2008). Leveraging Six Sigma with industrial engineering tools in crateless retort production. International Journal of Production Research, 46(23), 6701–6719.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Husam Arman
    • 1
  1. 1.SafatKuwait

Personalised recommendations