By National Research Council
Although expertise is embodied in human in addition to actual capital and that interactions between technically informed everyone is severe to innovation and know-how diffusion, information on scientists, engineers and different pros haven't been accurately exploited to light up the productiveness of and altering styles in innovation. STEP convened a workshop to check how info on skills and profession paths, mobility, move quarter relationships, and the constitution of labor in corporations may possibly make clear problems with examine productiveness, interactions between inner most and public area associations, and different features of innovation.
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Using Human Resource Data to Track Innovation
Even though expertise is embodied in human in addition to actual capital and that interactions between technically proficient everyone is severe to innovation and know-how diffusion, information on scientists, engineers and different execs haven't been correctly exploited to light up the productiveness of and altering styles in innovation.
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National Research Council. 2000a. Time-Use Measurement and Research: Report of a Workshop. : National Academy Press. 32 REFERENCES 33 National Research Council. 2000b. Measuring the Science and Engineering Enterprise, Priorities for the Division of Science Resource Studies. : National Academy Press. National Research Council. 2001. Trends in Federal Support of Research and Graduate Education. : National Academy Press. , Kenneth W. Koput, Laurel Smith Doerr, and Jason Owen Smith. 1998. ” Unpublished paper.
The fact that associated firms typically allocate a portion of a scientist’s time to the collaborative project suggests that our knowledge of innovative activities resulting from RJVs could be enhanced by focusing on human resource deployment. S. companies also enter into numerous collaborations with foreign companies. S. and Japanese companies are also 2 See Badaracco, 1991; Hagedoorn, 1993; Hamel, 1991; Saxenian, 1994. Friar and Horwitch (1986, p. S. R&D companies. Although none was planning to extend its internal R&D activities, five intended to increase the acquisition of technology acquired through licensing, by forming joint ventures, or by fully acquiring firms with the needed technology resources.
S. General Accounting Office Miron Straf National Academies Sally Rood Federal Laboratory Consortium Peter Syverson Council of Graduate Schools Tom Rozzell National Academies Barbara Torrey National Academies Rosalie Ruegg NIST Wm. J. S. Department of Energy Walter Schaffer National Institutes of Health Debbie Van Opstal Council on Competitiveness Craig Schultz National Academies Bruno van Pottelsberghe Free University of Brussels James Schuttinga National Institutes of Health Philip Webre Congressional Budget Office Scott Shane University of Maryland Scott Weidman National Academies Donald Siegel School of Management Douglas P.