This paper takes a resource-based view of the R&D process. Based on the literature, we forward a theory that allows us to predict the dynamic interaction and transformation of five key resources, namely human, relational, organizational, monetary, and physical. Utilizing visualization tools allows us to test this theory on various levels in order to draw insights from the data. The output of the analysis improves the strategic understanding of an organization. In particular, it improves the understanding of how intangible resources drive the value creation in an R&D organization. Further analysis of the data allows us to identify resources that are either under utilized or over utilized, which might indicate inefficiencies in the organizational performance.
No Supplementary Data
No Article Media
Document Type: Research Article
Intellectual Capital Services Ltd., 46 Grays Inn Road, London WC1X 8LR, UK
Centre for Business Performance, Cranfield School of Management, Cranfield, Bedfordshire MK43 0AL, UK , Email: [email protected]
Publication date: 01 March 2005