RD如何帮助帝斯曼转型.docVIP

本科毕业论文外文原文１ 外文题目： HOW RD TRANSFORMED DSM 出 处： Research Technology Management 作 者： Arjan wan Rooij 原 文： HOW RD TRANSFORMED DSM Abstract A long-term perspective on RD at the Dutch chemical company DSM illuminates two crucial and interrelated challenges in the management of RD. On the one hand, companies must keep their research focused on the technologies and markets they use and avoid research its sponsor cannot profit from. On the other hand, companies must enable RD to generate the options that can revitalize its current businesses and open up new ones. These options may be risky and fall outside the framework of current markets and technologies but at the same time promise high profits and ensure survival in competitive, high-tech industries. To realize the full potential of RD, companies need to create an arena for research: a space where RD can generate options and where mutual commitment between RD and the company can be nurtured. What is, and what should be, the role of RD in a company? How should business management direct RD? Such questions occupied companies during the 20th century and will continue to occupy them in this one. This article explores these issues with the example of the Dutch chemical company DSM. This company has survived for more than a century by transforming itself from a coal mining company to a fertilizer producer, to a diversified bulk chemicals company, and again to a company focused on fine chemicals and high performance materials (7).These transformations make DSM a very interesting company to study. Two lessons can be drawn from the case of DSM. First, RD investment is cyclical (2). RD budgets rise and fall, coupled to the companys financial performance and shifts in its business climate. Moreover, management views of RD are cyclical—the pressure for integration with (short-term) business