52,132 research outputs found
"Closing the R&D Gap, Evaluating the Sources of R&D Spending"
No full textBoth spending and tax policies have been implemented in the United States with the goal of stimulating private sector research and development (R&D). Karier questions whether current R&D policy, especially the research and experimentation tax credit, can contribute to closing the gap between nondefense expenditures on R&D in the United States and such expenditures in other countries, such as Japan and Germany. He also explores possible changes to our current R&D policy to make it more effective.
The R&D Tax Incentives
No full textThis article sets out some background information and reflections of the author on the R&D tax incentive schemes included in the Common Corporate Tax Base (CCTB) Proposal. In particular the author analyzes the stimulus to private R&D through ad hoc tax incentives included in the CCTB Proposal and dives into the actual provisions included in the Proposal highlighting the most relevant issues connected with their design and interpretation. Moreover, the author explores the interaction between the CCTB Proposal and the granting by Member States of domestic R&D tax incentives
Using strategic ambiguity as management practice in academic R&D : An ethnographic study of MIT SENSEable City Lab
No full textThis article explores the role of strategic ambiguity (Eisenberg, 2007; March & Olsen, 1976) as a management practice, as used in SENSEable City Lab - a R&D-oriented lab located at the Massachusetts Institute of Technology in Cambridge, MA.
Although literature has already explored strategic ambiguity in various organizational settings, studies focusing on how academic institutions use strategic ambiguity in the context of R&D are quite sparse.
The article aims at filling this gap by reporting on a study conducted by the author across 2011 and 2014 in a R&D-oriented academic lab and reflecting on the potential of strategic ambiguity as an effective dialogic strategy to appreciate differences among internal organization members and with external partners. The article also examines some shortcomings of strategic ambiguity, such as the level of anxiety reported by some members of the lab
Preemptive Search and R&D Clustering Revisited
No full textThe results obtained by Cardon and Sasaki (1998) on R&D clustering are derived under the specific assumption that firms only can own one patent. When multiple patents are allowed, R&D clustering will come about more frequently if search costs are substantial.R&D clustering; persistence of monopoly
Generating Functions in and the Hatcher-Waldhausen map
No full textIn this paper we construct a generating function quadratic at infinity for
any exact Lagrangian in equal to outside a
compact set. This type of Lagrangian is equivalent to a Lagrangian filling in
of the standard Legendrian unknot . Generating functions of
the type we construct are related to the space considered
by Eliashberg and Gromov. We also show that is the homotopy
fiber of the so-called Hatcher-Waldhausen map. This further relates the
understanding of exact Lagrangians (and Legendrians) to algebraic K-theory of
spaces. As a result of this and the result by B\"okstedt that the
Hatcher-Waldhausen map is a rational homotopy equivalence we prove that the
stable Lagrangian Gauss map (relative boundary) of the Lagrangian is homotopy
trivial.Comment: 46 pages, 9 figures. Major revisions since first versio
Measuring the Returns to R&D: The Depreciation Problem
No full textMeasuring the private returns to R&D requires knowledge of its private depreciation or obsolescence rate, which is inherently variable and responds to competitive pressure. Nevertheless, most of the previous literature has used a constant depreciation rate to construct R&D capital stocks and measure the returns to R&D, a rate usually equal to 15 per cent. In this paper I review the implications of this assumption for the measurement of returns using two different methodologies: one based on the production function and another that uses firm market value to infer returns. Under the assumption that firms choose their R&D investment optimally, that is, marginal expected benefit equals marginal cost, I show that both estimates of returns can be inverted to derive an implied depreciation rate for R&D capital. I then test these ideas on a large unbalanced panel of U.S. manufacturing firms for the years 1974 to 2003. The two methods do not agree, in that the production function approach suggests depreciation rates near zero (or even appreciation) whereas the market value approach implies depreciation rates ranging from 20 to 40 per cent, depending on the period. The concluding section discusses the possible reasons for this funding.
The Philippine Fisheries R&D Institutions: A Look at Their Publication Record
No full textOne of the indicators to measure the performance of fisheries R&D institutions is their ability to publish, especially in refereed journals in their area of specialization. This Policy Notes examines the publication record of fisheries R&D institutions in the Philippines and concludes that only a few have performed creditably over the years in this aspect. In view of this, the author recommends a number of specific actions to be taken by both the institutions concerned and the national government in order to improve the overall capacity of the fisheries R&D institutions to publish.fisheries R&D institutions, publication record
Heart rate varaibility and attachment insecurity on sleep quality
No full textPaoletti-Hatcher, J., Argueta, D. L., Wu-Chung, E. L., Chen, M. A., Brown, R. L., LeRoy, A. S., Murdock, K. W., Thayer, J. F. & Fagundes, C. P. (2024). High heart rate variability buffers the effect of attachment insecurity on sleep quality. Biopsychosocial Science and Medicine, 86(4), 349-358. https://doi.org/10.1097/PSY.000000000000129
A study of the strategic environment of an R&D section within a larger organisation
No full textThis work addresses the problem of how an R&D section should decide on a strategy to guide its work when there is no strategic direction supplied from above by the company. The work includes a participant observer case study carried out over five years in a single R&D section, an analysis of research papers on the subject of management of section level R&D, and a review of textbooks on strategy, management and organisational behaviour.
From the case study it was concluded that the company itself formed the strategic environment which the strategy of the R&D section had to address, and that the section’s strategic environment was chaotic in the mathematical sense. From the review of management textbooks it was concluded that standard theories do not give usable guidelines for the manager in this situation. A theory was developed that R&D strategy can be thought about in four distinctly different ways. Publications concentrate on two of these, while the case study and surveys of practising managers revealed that the other two were more pertinent in practice.
The analysis of research papers was carried out using a newly developed technique, which showed that this body of literature is in a pre-paradigm state. The new technique was also used to show that the four different ways of thinking about R&D are present in the papers. The new literature analysis technique and the theory that R&D strategy can be thought about in four different way were tested by means of questionnaires filled in by authors of papers and by groups of R&D practitioners
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