Reviews of Data on Research and Development, Issue 44 |
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achieving apparent jump changes in R&D company goals company targets competing firms competitive position Constraint on R&D criteria decision-making differed from zero division estimates evaluation Executives Executives Executives expected factor firm's firms surveyed five growth of sales high profit high-profit firms hypothesis indicated line executives line or operating long-run profitability low-profit firms lower echelon manpower market shares National Science Foundation Number of Executives occurred overall R&D percent level percentage period of change profit goals profit position profit units proposals R&D Decisions R&D effort R&D executives R&D management R&D officers R&D output R&D projects R&D section R&D spending R&D spending/sales ratio R&D/sales ratio rate of return relative to company relatively short research and development return on assets review and change reviewing R&D budgets rule of thumb Seeber found six firms stable R&D spending/sales surveyed executives surveyed firms tabulation Target Stressed top management Total Number UNIVERSITY OF MICHIGAN variables