Thesis

Performance management in Thai R&D organizations : exploring the interplay between R&D institutions and R&D contexts

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Awarding institution
  • University of Strathclyde
Date of award
  • 2020
Thesis identifier
  • T15626
Person Identifier (Local)
  • 201578542
Qualification Level
Qualification Name
Department, School or Faculty
Abstract
  • Measuring research and development (R&D) performance has become a fundamental concern for R&D organisations. However, the complexity of measurement problems in R&D organisations has resulted in a situation where there is an excess of literature around the areas of R&D measurement, and yet a scarcity of generally accepted measurement approaches (Brown & Gobeli, 1992). This might be because the design of performance measurement (PM) for an R&D organisation combines several interrelated contexts that make each R&D measurement unique. This thesis, therefore, reviews several major R&D distinctions which should be taken into account when the R&D PM design is considered. These considerations are R&D measurement levels and perspectives, R&D key measures, R&D key drivers, and types of R&D institutions.;Taking a quality-based approach, the thesis combines several techniques, i.e. in-depth interviews, cognitive mapping interviews, document analysis, multiple case studies, and cross-case analysis. The interviews involve 30 respondents who are all experienced in R&D management in four different Thai R&D institutes, under the Ministry of Science and Technology.;The results indicate issues in three areas of investigation. First, the four cases studied measure R&D performance at different levels, for different purposes, and applying different measures and techniques. At a corporate level, instead of emphasising financial areas, the output measurement seems to be significant, as well as deliberative to quantitative methods. Meanwhile, at a team level, the measures highlight both quantitative and qualitative measures, for the purpose of monitoring the process and progress of research.;Second, the output mixes, stage of R&D, and sources of research questions could lead to the identification of three major types of R&D organisations: discipline-based, profession-based, and domain-based. The R&D measures that a firm applies seem to be interrelated with the type of R&D institution that firm represents.;Finally, the main key driver in this study is R&D collaboration. However, collaboration functions differ according to the different types of R&D organisations. A discipline-based organisation tends to use collaboration as a tool to explore new knowledge and to strengthen the firm's competency, whereas a profession-based organisation tends to use collaboration to gain market information and increase its ability to utilise R&D.;The study developed implications of both theoretical and managerial importance, identifying patterns of interrelationship between R&D institutions and key performance measures, and between R&D institutions and their collaboration mechanisms. Additionally, the main managerial implication could benefit R&D management practitioners, R&D managers, and R&D policymakers. Overall, the study's results demonstrate the importance of understanding the constraints of each R&D measurement context, i.e. levels of measurement, areas of measurement, and stages of R&D, for the performance measurement system.;Also, this study shows that each type of R&D institute may significantly be interrelated with other features, i.e. with key measures, and with key driver's mechanisms. Conducive to measuring and managing R&D performance efficiently, managers may realise the unique role of each type of R&D organisation (as well as its key measures and performance drivers) and design their performance measurement accordingly. Therefore, the benefits of this study may be seen as practical knowledge which could be employed to design R&D PM and, ultimately, to complement a strategic formulation to improve a firm's R&D performance.
Advisor / supervisor
  • Morton, Alec
  • Shafti, F., (Farhad)
Resource Type
DOI
Date Created
  • 2020
Former identifier
  • 9912884693202996

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