New Project Knowledge Management: Lessons Learned from temporary structures of Public Sector R&D Organisations

R&D Organisations are key players in the knowledge economy and make major contributions to Australia’s efforts to achieve and maintain competitive advantage. The explicit purpose of R&D organisations is to develop new knowledge and apply existing knowledge in new ways. Much of the R&D is carried out in temporary structures or project teams. Drawing upon theory and grounded in case based evidence, this paper explores how new forms of project management affect knowledge generating and application processes in R&D organisations. It appears that much of the knowledge generation and application occurs through taking advantage of almost naturally occurring oscillations between open and closed system practices over the course of projects. Theoretical and practical lessons and implications for further research are advanced

The nexus of value chain integration and e-Business applications on public sector agriculture R&D management

This paper examines the potential impact of interconnectivity of supply chain partnerships through electronic means (e-business practices) on the governance and management of Public Sector Agriculture R&D in Australia. We review the global forces driving the move towards supply chain involvement in Public Sector Agriculture R&D in the first section of this paper. We show that this movement is largely a mechanism (consistent with fifth generation R&D) to spread risk and minimize market failure. Public sector R&D organizations are having to reassess who their customers are and in the case of Agriculture R&D, extend the arena past the farm gate to include all constituents along the supply chain. In the second section, we examine the communication and administrative processes that are theoretically consistent with the move towards supply chain involvement and the increase in active constituents in Public Sector Agriculture R&D. We then examine the potential of emerging e-business models to change the patterns of inter-connectivity, speed and omnipresence of partners in the supply chain that are on one hand eliminating these barriers and on the other creating new ones. Amongst the emerging new barriers is the increased instability of these supply chains because of the decrease in switching costs that the e-connectivity brings with it. Value net business models can potentially capture these fluctuations in alliances and may provide a useful tool for guiding public sector Agriculture R&D management. Implications of these e-business practices for R&D corporate governance and project management are discussed

The paradox of commercialising public sector intellectual property

The juxtapositioning of government providing a public good through research and development investment on one hand and engaging in commercialisation of the research outcome on the other is a paradox. Using agricultural research as an example, we examine the nature of the paradox to determine if commercialisation potentially leads to a conflict in the role of public research institutions set up to fulfil public good responsibilities. We identify the reasons for the shift in policy towards commercialisation and greater exploitation of public sector intellectual property and how this has contributed to the emergence of the apparent inconsistency. We argue that the belief in working for public good is inherent and embedded in an organisation's history and its wider operating environment. We propose that the creation of public sector intellectual property and its commercialisation are influenced by the political, social and economic environment in which the public institutions operate. [ABSTRACT FROM AUTHOR

Miami modern metropolis paradise and paradox in midcentury architecture and planning

Includes bibliographical references and index