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Relating HRM and MOT Capabilities to R&D Intensity

Listed author(s):
  • Élisabeth Lefebvre
  • Louis A. Lefebvre
  • Lise Préfontaine
Registered author(s):

    R&D activities cannot be dissociated from the broader organizational capabilities developed by a firm. These capabilities may take the form of human resource management capabilities (HRM) or management of technology capabilities (MOT). In a study conducted in 126 manufacturing firms in the electrical energy sector in Quebec, the relationship between R&D intensity and HRM and MOT was investigated. Cluster analysis conducted on these firms revealed the presence of three distinct groups of firms with respect to the level of R&D intensity, firm size, and degree of process innovativeness. Further analysis on these groups show significant relationships between the level of R&D intensity and specific HRM and MOT capabilities all of which point to the importance of developing the more intangible capabilities in organizations and taking into account the specific organizational context. La réalisation d'activités de R&D nécessite de la part des entreprises, un ensemble de compétences variées. Les entreprises doivent, entre autre, développer des habiletés en gestion des ressources humaines (GRH) et en gestion de la technologie (GT). La relation entre ces deux types de compétences et l'intensité des activités de R&D est explorée dans une étude menée auprès de 126 entreprises manufacturières québécoises du secteur de l'énergie électrique. L'analyse typologique permet d'identifier trois groupes distincts en fonction de l'intensité des activités de R&D, de la taille de l'entreprise et du degré innovateur des technologies en place (innovation de procédés). Les analyses des groupes démontrent l'existence de relations significatives entre le niveau d'intensité de la R&D et la présence de compétences spécifiques en GRH et en GT. Ces résultats font ressortir l'importance pour les entreprises de développer des compétences dites intangibles en tenant compte du contexte organisationnel qui leur est spécifique.

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    Paper provided by CIRANO in its series CIRANO Working Papers with number 94s-06.

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    Length: 24 pages
    Date of creation: 01 Sep 1994
    Handle: RePEc:cir:cirwor:94s-06
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    1. Wheelwright, Steven C. & Clark, Kim B., 1992. "Competing through development capability in a manufacturing-based organization," Business Horizons, Elsevier, vol. 35(4), pages 29-43.
    2. Danny Miller & Peter H. Friesen, 1982. "The Longitudinal Analysis of Organizations: A Methodological Perspective," Management Science, INFORMS, vol. 28(9), pages 1013-1034, September.
    3. Covin, Jeffrey G. & Slevin, Dennis P., 1990. "New venture strategic posture, structure, and performance: An industry life cycle analysis," Journal of Business Venturing, Elsevier, vol. 5(2), pages 123-135, March.
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