The organization of applied R & D with particular reference to the customer‐contractor situation

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Abstract
This paper reports on certain aspects of the management of R & D in three types of establishment: contract research organizations, research associations and industrial research laboratories. Discussions with the directors of twenty‐five establishments revealed that a number of important changes had occurred over a relatively short period of time, particularly with regard to the management of work of a more applied nature. These changes include the introduction of a number of new and separately identifiable roles within the organizational structure, and a movement towards a more market‐oriented, profit‐centred approach on the part of senior personnel. The study suggests that these changes have in general been accepted and are bringing benefits to all parties.

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