A Study On Operating And Managing Virtual R&D Organizations

Along with the development of the globe economical incorporation and information technology and the form of information network, virtual R&D organization (VR&DO), one kind of new form of R&D organization or is said to a new model of R&D organization and management, becomes the main trend of model of development and management of future R&D organization increasingly. The new model will thoroughly change management conception, model and method of the traditional R&D organization. In addition, it will pour new life-force and vigor into the traditional R&D organization, and increase the ability that the traditional R&D organization suits the market, graspsfirmly market opportunity as well as gains competition power permanently. At present, the research about the virtual R&D organization is one hot spot of research problems in the theory field and the world of industry and commerce.Study on VR&DO is a multi-subject research which will widen the extent of the subject of management, enhance the research way and impel this subject greatly. What's more, VR&DO can make the enterprises supplement resources for each other and it is a convenient way to improve the competition of the national enterprises. Therefore, there is great theoretical and realistic meaning to study on VR&DO. In order to replenish and perfect theory system of VR&DO, this paper utilizes the methods of demonstration analysis, analogy analysis, qualitative analysis and quantitative analysis, and studies operating and managing in vitual R&D organizations.The research discusses the historic inevitability of the generation of VR&DO, renewedly defines VR&DO and gives it an external, general and exact definition. On the basis of inheriting the existent theory research achievements, the paper, combining reality, puts forward unique and innovative views. They include putting forward three modes, such as the mode of government leading, the mode of enterprise drawing and the mode of institutions of higher learning and science research institutions pushing, and bringing forward the power model of VR&DO on the basis of studying the motivations of any participant organization.Comparing with traditional R&D organizations, VR&DO has many advantages. On the base of opening out the essence of VR&DO which is a mid-organization, the author analyzes the generation of VR&DO by using the theory of transaction cost and efficiency theory.According to different status and function, the operational mode of VR&DO is divided into four modes, such as the leader model, the decentralized self-organization model, a centralized venture model, and Compared these four modes, the author considers the leader and the medium model will become the main trend of VR&DO in the future.The management of VR&DO is divided into three phases which include the management in the period of establishment, the period of operation and the period of disorganization. The paper introduces the conception of project management in managing VR&DO and discusses contract management, the management of partner choice, communicative management, risk management, multi-cultural management, knowledge management, human resource management, interest distribution and liquidation of virtual assets, etc. The author uses FAHP and key component analysis to evaluate the systemic risk and personnel performance of VR&DO, and brings forward invigorative model of R&D personals in VR&DO.Finally, the author connects VR&DO with China's circumstances, finding out matters in our countries R&D organizations' frame and analyzing the indispensability and feasibility of VR&DO in China. On the basis of that, the paper puts forward some concert countermeasures to develop VR&DO. They are changing organizations' idea, strengthening knowledge property building, strengthening information network technology, exerting government function and developing three emphases modes of VR&DO which are district mode, integration of industry, education and research mode, and multinational scientific research mode.