Appendix: Survey Methods The Global Survey on the Strategic Management of Technology was developed by a team headed by Professor Edward B. Roberts of the MIT Sloan School of Management and chairman of Pugh-Roberts Associates, a division of PA Consulting Group, assisted by Lauri Mitchell, formerly of Pugh-Roberts Associates. The staff of the MIT Industrial Liaison Program (ILP), directed by Thomas Moebus, collaborated closely, with coordination provided by Wendy Elliott. Several members of the ILP Industrial Advisory Board pilot tested an early draft version of the questionnaire. Consulting staff of Pugh-Roberts Associates, as well as members of the global technology management practice of PA Consulting Group, commented on various questionnaire drafts. Eric Wiseman, previously of Pugh-Roberts Associates, helped formulate the overall questionnaire. Professor Ralph Katz and Varghese George of the MIT Management of Technology and Innovation Group consulted on questionnaire design and analyses. The two primary data collections of the survey are: Benchmarking, comprising about three-fourths of the questions, to establish measures of practice in global strategic management of technology, as well as measures of R&D and overall company performance; and the Special Research Topic (for this initial survey): Managing Technology with Constrained Resources, to document worldwide responses to the changing economic climate in terms of recent, current, and expected actions affecting technical programs, staffing, resources, and controls. The survey was sent during 1992 to those firms performing the largest amount of research and development work (as measured by their 1991 expenditures) in Western Europe, Japan, and North America. The list of companies sampled was determined from many sources (including the U.S. National Science Foundation, Business Week, and Inside R&D) by starting with the largest R&D spender in North America and including all North American firms in order of decreasing expenditures until the cumulative amount exceeded 80% of the total R&D performed in this region. This generated 109 firms, one headquartered in Canada and the rest in the United States, all spending more than $100 million on R&D during 1991. Using $100 million as the lower limit, all companies with R&D expenditures at or above that level were included from Western European countries (including Scandinavia), producing 80 companies, and Japan, with 55 firms. The resulting sample of 244 firms therefore accounts for approximately 80% of the R&D performed in Western Europe, Japan, and North America. The 11 page English-language questionnaire was mailed to the highest ranking technology-related officer of each company, followed later by reminder letters and telephone calls. Replies were mailed to the MIT Industrial Liaison Program, recorded in a master file and assigned a code number by that office, with all company-identifying information removed from the questionnaire. The resulting anonymous questionnaires were then turned over to Pugh-Roberts Associates for comprehensive data coding and analyses, producing a database 17 that permits sorting by principal industry and geographic location of corporate headquarters. Of the 244 companies sampled, useable responses were received from 95 firms, or 39 percent. 46 were from the United States (42 percent response), 27 from Europe (34 percent), and 22 from Japan (40 percent), providing an essentially balanced response by geographic area, with slight underrepresentation of European companies. To further rule out apparent self-selection biases, demographic comparisons were made of the respondents versus the survey population in terms of R&D spending. Frequency analyses in terms of overall spending amounts, as well as cumulative spending analyses for all respondents versus the survey population, demonstrate that the size distribution of respondents matches almost precisely with the size distribution of companies surveyed, for the overall global sample as well as for each of the three geographic areas. The statistical analyses of the data discussed in this article were carried out at Pugh-Roberts Associates by the team of Lauri Mitchell, Mark Bamford, and Edward Roberts. 18 0 0 0 ( It cj 4* cn o 19 E O _- 0 W]a- 0 ) -J 2 iF m DE cu Q o o oa ctKc o C U Ct ct o o e- _ C C: 10 o 0r C) C C a i) O 4n a * ° 4 CS 0) r a EL a) zE Q CZ a) z E 0 ammmmmn 0 O: Jj E c t S v c a o. o = o) ~O *i > cl o'l* 5F Ld T >-; = * -e ;L = 5 Q C o O E a) x w L0 cn ,- a) C: o 0 0 a CL 0 0 r a) u', . 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Methods The Global Survey on the Strategic Management of Technology was developed by a team headed by Professor Edward B. Roberts of the MIT Sloan School of Management. collections of the survey are: Benchmarking, comprising about three-fourths of the questions, to establish measures of practice in global strategic management of technology, . overall questionnaire. Professor Ralph Katz and Varghese George of the MIT Management of Technology and Innovation Group consulted on questionnaire design and analyses. The two primary