Planning of research and development

The purpose of this study is to explore how the influence of the social network of the members of top management teams affects the firms’ innovation performance through organizational learning in cultural and creative industries in China.,Based on cultural and creative industries, this paper focuses on how the social network of members of top management teams affects innovation through organizational learning. Using upper Echelon theory and social capital theory, the paper puts forward the relationship between the top management team’s social network, organizational learning and innovation performance.,Drawing on the paradigm of organizational strategy duality (input-process-output), this paper constructs the conceptual model of “relational network – organizational learning − innovative performance” and attempts to reveal the relationship between the network, represented by the senior management network and organizational learning, and the mechanism behind their role in innovation performance. Finally, future research prospects are explored.,Based on the analysis of the internal mechanism between the top management team network, organizational learning and innovation performance, the influence mechanism framework for the cultural and creative industries’ executive team social network on enterprise innovation is finally obtained, which provides theoretical guidance and a practical operation path for enterprise management innovation.,This research makes a theoretical contribution to the duality of organizational strategy and provides a practical operation path for enterprises to build a social network, and thereby promote innovation capabilities.

The effect of the social network of the top management team on innovation in cultural and creative industries: A study based on knowledge network embedding

It is difficult to consistently remember the names of business acquaintances and draw upon their particular subject knowledge as a help in enquiry answering. The place of formal ‘indexes to people’ as a part of information science work is considered in relation to informal communication networks and existing formal information retrieval resources. Examples of some of the ‘indexes’ in existence or planned are given and some suggestions made as to what could be done. Additionally, some ideas are put forward as to what an information scientist should do in his everyday work to ensure that, when it is appropriate, he will exploit available human resources.

Systematic Utilization of Human Resources as an Integral Part of Information Science Work.

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described.



This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report ‘Computers as Aids to R & D Management’ was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.

Applications of computers in R & D management

. A Management Information System relating to technical manpower resources has been developed at the Unilever Research, Port Sunlight, Laboratory over the past two years. Data concerning areas of technical expertise were obtained from the scientists themselves and collated in the form of an Experience inventory. Application of the Inventory in the fields of personnel development, personnel placement, expert location and manpower planning in general are discussed. Although based upon subjective data, it was concluded that the system was sufficiently robust to justify its use in these areas. Staff reactions to the concept were, on the whole, favourable and initial experience of its use has been encouraging. The system would therefore seem to provide a valuable aid in the vital area of human resource utilization.

The development of an Experience Inventory: an aid to the effective use of technical manpower

The Development of an Experience Inventory : an Aid to the Effective Use of Technical Manpower : R&D Management

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The development of an Experience Inventory: an aid to the effective use of technical manpower

The Development of an Experience Inventory : an Aid to the Effective Use of Technical Manpower : R&D Management