We must all hang together or surely we will all hang separately. Benjamin Franklin The significant apathy that characterized relationships between indus try and universities and the adversarial nature of relationships between industry and government have both faded rapidly in the 1980s as the realities of global competition have surfaced in the United States. Both industry and government leaders articulate a number of constructs for regaining our competitiveness in world markets. One of the more fre quent strategies prescribed in this new competitiveness era is cooperation. Different individuals or groups may espouse different definitions, inter pretations, or areas of emphasis, but the overall importance of this concept is substantial. Although examples of cooperative research have existed for several decades, the number and variety of relationships have expanded rapidly in the 1980s as corporations, universities, and governments have embraced this strategy. Joint ventures involving two or three firms increased from under 200 per year in the 1970s to over 400 per year by the mid-1980s. Multiple-firm cooperative arrangements are a more recent phenomenon, made possible by the National Cooperative Research Act of 1984. By mid- 1988,81 of these industry-level consortia had formed under the provisions of the 1984 Act. The rapid growth in cooperative research and development (R&D) is primarily a response to the pressures of international competition. As a corporate strategy, cooperative R&D meets short-term needs for assets to implement new approaches for coping with intensifying competition.

Perceptions that the pace of new-drug development has slowed and that the pharmaceutical industry is highly profitable have sparked concerns that significant problems loom for future drug development. This Congressional Budget Office (CBO) study-prepared at the request of the Senate Majority Leader-reviews basic facts about the drug industry's recent spending on research and development (R&D) and its output of new drugs. The study also examines issues relating to the costs of R&D, the federal government's role in pharmaceutical research, the performance of the pharmaceutical industry in developing innovative drugs, and the role of expected profits in private firms' decisions about investing in drug R&D. In keeping with CBO's mandate to provide objective, impartial analysis, the study makes no recommendations. David H. Austin prepared this report under the supervision of Joseph Kile and David Moore. Colin Baker provided valuable consultation...

This edition has been completely revised. The authors, noted authorities in the field, focus on ways to improve R&D organization productivity and foster excellence in such companies. They describe how to design jobs, organize hierarchies, resolve conflicts, motivate employees, and create an innovative work environment. Features extensive cross-cultural coverage of European and Pacific Rim R&D organizations and policies which greatly differ from the US. Includes an entirely new section on various strategic planning elements unique to an R&D organization along with a case study.

"An Elgar Research Collection"--Title page.

Research and development on microorganisms in food has evolved from a luxury to a necessity for companies competing in the global marketplace. Whether research is conducted internally or externally through contract laboratories and universities, microbial research in foods is crucial to the safety and integrity of our food supply. Microbiological R

Mastering management skills is hard to achieve by newcomers starting their careers in the chemical industry. The message coming from there is that good chemists swiftly have to become good managers if they are to survive and progress in today's competitive climate. This book is designed to help guide younger R & D chemists to ways in which they can quickly evolve skills which are built around three factors - people, knowledge and time. It covers the management of scientific personnel, management within a variety of R & D organisational structures, creating a climate of innovation, the management of projects including the time management and communication aspects of the job. The author, Peter Bamfield, is now working as a consultant. Due to his long experience in the chemical industry, he was elected President of the Royal Society of Chemistry's Industrial Affairs Division. This second edition of the book has been revised and updated to take recent global developments and restructuring in the chemical industry into account, as well as the rising importance of information technology in management.