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The article discusses the use of Gross Domestic Product (GDP) as a key economic indicator. The author opines that because GDP overlooks factors such as widespread economic cuts in areas known as intangible investments, including research and development, product design and worker training programs, it overestimates the overall strength of the economy. The author suggests that to get a more accurate reflection of the economic outlook at any given time, intangible investments should be measured.

The article discusses efforts by Dell chief executive Michael Dell to revamp his company. Dell has diversified into technical services by acquiring Perot Systems. It has also hired several new executives and placed a greater emphasis on the consumer market. However, fund manager David Eiswert believes Dell does not spend enough on research and development in a very competitive market.

The article presents a list of 25 companies and the amount they are spending on research and development including Apple Inc., Google Inc., and Toyota Motor Corp.

The article focuses on an increase in research and development laboratories which are being seen in China. An initiative to increase the number of laboratories in China which is being led by President Hu Jintao is discussed. The Chinese government is exhorting companies to transform China by focusing on the lab as well as the factory by pledging to increase funding to the laboratories. INSETS: On the Cutting Edge;A Growing Cadre Of Code Warriors.

Presents a special report on the outsourcing of innovation. American and international companies that are now buying the complete designs of little known Asian companies who are producing the best in new electronics and then reselling them under their own brand name; Example of a device that morphs from telephone to camera and videocam depending on what part of it is looked through; Companies such as HTC, Flextronics and Cellon which have become forces in every tech device; Other industries which are also outsourcing new technology such as Boeing, GlaxoSmithKline, Eli Lilly and Procter & Gamble; Thinking behind the outsourcing which is that research and development spending is not returning enough on investment; Result which is a rethinking of the structure of the modern corporation and what has to be done in-house anymore; Problems inherent in outsourcing technology; Implications for the global economy; How different companies decide what to outsource and what to keep in-house. INSETS: A MATTER OF DESIGN;HIDDEN HANDS.

Discusses a new age of innovation resulting from research and development. Recap of the innovations of the last 75 years; Increase in funding for R &D which is leading to the next wave of major inventions; Uneveness of technological progress where the money has mostly been spent in medicine and information technology research; Where the funding has not been applied; Global nature of technology research; Contention that America's prosperity depends on its ability to remain the global innovation leader; Potential pitfalls ahead. INSETS: Innovation Runs Hot and Cold;The Future of Innovation.

This article focuses on developments in the pharmaceutical industry as of December 1999. While the industry is devoting big amount on research and development to pricey new genomics technologies, that is unlikely to yield a big payoff for years. At the same time, intense competition is sending marketing costs skyward. The result is that many pharmaceutical companies are trying to consolidate. The solution for many drugmakers will be to make a deal. Among the companies being watched closely are Glaxo Wellcome PLC and SmithKline Beecham PLC, which tried to consummate a merger in 1998.

Several charts are presented depicting research and development spending in different industries in the United States in 1984.

The article discusses the increase of corporate spending on research and development (R&D) in the U.S. The spending records of 819 companies in the current R&D Scoreboard of the "Business Week" show the companies' continued spending on R&D of various products and processes. Also, the current Scoreboard of the Standard & Poor's Compustat Services Inc. shows the R&D dollar spending of companies that meet the required sales criteria.

A chart is presented which indicate research and development spending and revenue in the United States as of July 1984.

A chart is presented that depicts alphabetical listings of companies with their respective spending's for their research and development projects in the U.S. from 1980 to 1982.

The article reports that the chairman of Allied Corp., Edward L. Hennessy Jr., is planning to break ground for a 70 million dollars laboratory, to manage the company's vastly expanded research and development (R&D) activities. It states that Hennessy has snatched a number of substantial companies, topped by Bendix Corp. It mentions that Allied has raised its R&D spending to 186 million dollars in 1982, however, this year the spending will be 413 million dollars, including Bendix's contribution.

The article reports on the increase in the research and development (R&D) spending by the U.S. in 1982, in comparison with 1981. It states despite the concerns about the U.S. losing its technological edge, the country still leads the world in R&D. Information about companies, their sales, profits and R&D expenses, under different industries including aerospace, appliances, building materials and chemicals, is provided.

The article reports on the impact of the success and growth of Hewlett-Packard Co. (HP) on its entrepreneurial culture. It informs that the decentralized management style of HP has resulted in overlapping products and hindering the development of new technology. It tells about John A. Young, president of HP, who has introduced several programs to improve planning, coordinate marketing and strengthen the company's computer-related research and devleopment efforts.

The article discusses an appeal for vision in the management of technology. Basic elements of effective technology management includes which technology to pursue and when to pursue it, how manage to shift from one technology to another and how to get the corporation ready for technological change. The research and development (R&D) vice president is reportedly key in effecting technological change, demanding R&D support tools from management and designing methods to bring information to researchers more efficiently.

The article reports on the dramatic shift of the Japanese research and development (R & D) which could provide the base for kinds of products. The Ministry of International Trade (MIT) & Industry states that possession of Japan's own technology will help the country maintain and develop its international superiority. It notes that Japanese industry leaders prefer to spend their R& D money on works that has immediate results while MTI funded on riskier R & D ventures with government money.

This section presents a chart of research & development expenditures of corporations in the U.S. in 1980.

The article discusses the results of the "Business Week" Scoreboard survey on the amount of money U.S. companies have spent on research and development (R&D) as of July 1980. It states that in 1979, businesses spent about 23.8 billion dollars on R&D, an 18.9% increase over 1978 levels, reflecting a 16% steady gain over the last two years. In 1980, 723 companies were surveyed compared to the 683 in the previous year, showing that at least 1% of annual sales were spent on R&D. This percentage has declined across the board in various companies, however.

The article reports on the growth of the U.S. diesel engine industry driven by fuel economy and new research and development (R&D). Caterpillar Tractor Co. has emerged as a major new competitor in the diesel engine business after investing 1 billion U.S. dollars into developing new diesel engines. U.S. diesel production rose to nearly 15 percent per year. Major plant additions were also made by Cummins, International Harvester, and Detroit Diesel.

Several tables are presented which list the sales, profits and research and development (R&D) spending of several companies in the U.S. in 1976 including Lockheed Aircraft Corp., American Motors Corp. and Air Products & Chemicals Inc.

The article presents an analysis of corporate research and development (R&D) spending by individual industries and companies following the implementation on the fundamental amendments in accounting rules in 1975 in the U.S. The National Science Foundation (NSF) was designated by U.S. Congress to collect the data for the companies' R&D expenses for the development of new products, services, and processes. Industries which were involved in survey include aerospace, food, and electronic industry.

A chart is presented that lists several research-and-development companies in the U.S.

The article offers information on the strategies of Minnesota Mining & Manufacturing (3M), a company that stresses on research and development (R&D), and strict finance controls. It states that 3M employs more than 2000 scientists and engineers and spends 4.5 percent of its sales on R&D for new products that are patentable and consumable. Bert S. Cross, 3M chairman and chief executive officer, claims that expanding technology is the company's key to growth.

The article discusses the effort of Philadelphia, Pennsylvania-based drugmaker Smith Kline & French Laboratories (SK&F) to find ways to improve profitability. It notes that the pharmaceutical producer's earnings record has seen a dramatic decline due to the failure of the company to launch a major prescription drug in four years. The effort of Thomas M. Rauch, the new chief executive of SK&F to improve the company's research and development (R&D) is discussed.

The article reports on the little chances of the lone inventor selling his or her idea to large manufacturing companies in the U.S. It describes the advantages of hiring outside investors by some corporations. It cites United Shoe Machinery Corp. and Ling-Temco-Vought Inc. (LTV) which consider outside inventors on some of their products.

The article discusses the growth of Wichita, Kansas-based camping products and air-conditioning equipment manufacturer Coleman Co. Inc. after its previous business decline in the 1950s. The determination of company president Sheldon Coleman to save the firm after the financial and labor difficulties it experienced is described. Aside from improving research and development efforts, Coleman launched a divisionalization program in 1958 that led to the creation of six operating divisions by 1960. The success of its red Coleman label is also noted. INSET: When W. C. Coleman saw the light.

The article focuses on the modern marketing methods of packaged goods manufacturer Pillsbury Co. It states that the innovative use of computer and close contact with marketing, research and development (R&D), and consumer research has driven the growth of Pillsbury. It says that the low-profit commodity has been changed into a high-profit convenience product as Paul S. Gerot became president. Moreover, it cultivated a variety of new markets for the youth, foreign market, and non-flour products.

The article focuses on the projected increase in research and development (R&D) spending in the U.S. in 1966, estimated to reach by 1.6-billion to a record 15.2 billion dollars according to the survey by the McGraw-Hill Economics Department. Forty-five percent of companies aim to develop new products while 14% target developing new processes. Shortage of scientists and engineers was found to be a major drawback of R&D. Most firms do not expect major breakthroughs, although 28% remain hopeful.

The article reports on the increasing number of research laboratories in the U.S. in April 1966, which has close to 3 million U.S. dollars in contracts from the National Security Agency, the National Aeronautics and Space Administration (NASA) and the Navy. It says that the boom in research is sustaining approximately 350 research and development (R&D) firms in the Washington area. According to the author, about 100 of these companies have moved into the area or have started from scratch. The increased R&D spending is also discussed.

The article reports on the initiative of the British Ministry of Technology to improve the research and development in the country. It indicates that the Ministry is planning to create a modern production methods for a faster laboratory process and result. Moreover, it mentions that the Ministry is headed by world's best-known scientist, novelists, and pundit C. P. Snow.

The article focuses on the 2.5-million dollars research program of Swiss Corp. for the development of an all-electronic wristwatch. It mentions that the Centre for Electronique Horloger (CEH) research led by doctor Roger P. Wellinger was equipped with oscilloscopes, oxidation furnaces, and microphotography equipment. It adds that CEH must search within the limits of extreme accuracy, low power consumption, and large scale production for the conversion of mechanical watch to electronics.

This article discusses the size and implications of the U.S. federal research grants that colleges and universities receive. As of 1963 federal research and development (R&D) money that go into colleges amounts to 1.2 billion a year, which could reach to 2.5 billion by 1970. Questions are being raised about this trend, such whether college professors are being kept from doing their real job and whether the money are being spent properly.

The article presents information about Interpharm GmbH & Co., an international research venture formed by seventeen small pharmaceutical firms from 16 countries. The venture will allow the partners to continue research and development at minimum cost and to stay in the competition with drug giants. Interpharm is currently working on cardiovascular, anti-inflammatory and anti-diabetic agents.

The article offers information on the aerospace industry in the U.S. It is mentioned that the industry faced down market conditions in the year 1970 with sales going down and unemployment increasing. Also, for 1971, the business forecast is not good with the sales of military aircrafts decreasing and in commercial aircraft sector the conditions are expected to improve by 1975. Additionally, some manufacturers are forced to face financing problems thus delaying research and development programs.

The article discusses new organizational and management problems arising from the splurge of research in the U.S. as of January 1958. It notes the increasing number of companies that are reevaluating their research setups and preparing to contend with these problems, as expenditures for research and development (R&D) will remain high. It cites a key role being played by research in industries that are heavy innovators, including the electronics industry. It also talks about the issue of how to handle researchers.

The article discusses the findings of the 10th annual McGraw-Hill survey of business plans for new plant and equipment. The research shows that the capital program of 41-billion dollars for U.S. industry in 1957 involves priority spending for new facilities, and research and development. Companies are projecting annual research spending to reach 9-billion dollars along with a 26 percent growth in sales by 1960. Observers note that the performance of non-manufacturing industries will also be a critical factor to long-term capital spending plans.

The article reports on the return of Bell Aircraft to production after switching to research and development in the U.S. in December 1956. It says that Bell Aircraft has aimed at moving ahead of the industry's changing patterns. According to the author, several factors have combined to turn Bell around and take it back into volume production and prime contracting including the changed nature of the aircraft industry and the profit angle. The responsibilities of the Weapons System Division of Bell Aircraft are also discussed.

The article reports on the research and development (R&D) of boron in the U.S. The R&D centered around the chemistry of boron and its compounds as they have major uses in industrial materials. It relates the R&D programs of American Potash & Chemical Corp., U. S. Borax & Chemical Co., and Stauffer Chemical Co.

The article reports on the rapid expansion of raising borax production in the desert of southeastern California. It relates the research and development of a boron based aircraft fuel. Since the source of boron is borax, the industry expands underground, open pit, wells operations to boost production of borax.

The article reports on the growth of Olin Mathieson Chemical Corp. in the U.S. It mentions its acquisition of 40% ownership in F. H. McGraw & Co. that made it one of the most diversified manufacturers in the nation and boosted sales to 560-million dollars in 1955. Moreover, Olin Mathieson invested in research and development to fulfill its expanding goals.

The article presents information on the success of the Douglas Fir Plywood Association (DFPA) in the plywood industry in Tacoma, Washington in 1956. The association is composed of 85 subscriber mills representing 90 percent of the total plywood production of the West Coast. The role of the association is to act as the sales promotion and research divisions for the industry.

This article explains how European researchers and scientists are beginning to veer away from traditional and individualistic ideas of study and increasingly adopt the American approach of research and development for business and industry. It shows how the autocratic viewpoint of researchers from leading European nations such as West Germany, France and Italy had undergone gradual but steady change mainly because of the influence exerted by American business. The article also states that some European nations such as Spain lag behind in this field.

The article discusses how to implement the task force approach to industrial research and development. It discusses the increasing number of companies in the U.S. that have been implementing the task force approach to research, and the key factors contributing to the growth. The article shows how to establish a research and development task force, and illustrates how General Electric Co. entered the commercial atomic energy business.

The article focuses on the race and search for the best airplane design in the aircraft industry in the U.S. It states that the research and development cost, which was considerably necessary to nurse a concept for the competition, has amounted to 100 million dollars. Among the airplane profiles included in the race are delta wings, cruciform tails and vertical risers.

The article reports on the research and development of nuclear power reactor in the U.S. It discusses the importance of nuclear-fueled power plants in meeting tremendous growth in the demand for electricity that is expected to develop in the years ahead. It describes the four types of reactors that look good today.

The article reports on the research and development of atomic nuclear reactors to solve the high demand of electricity in the U.S. It provides the predictions of some experts for the growth of atomic power. It discusses the use of reactors for transportation and electric utilities. It mentions several companies which develop reactors including Stone & WEbster Engineering Corp. and Babcock & Wilcox Co.

The article discusses the highlights of the meeting called by George Fry & Associates to discuss the future of management at the Homestead in Hot Springs, Virginia, in April 1955. Topics include the continuous trend toward big business, additional investments for research and development and the increase in output per man-hour. Other significant issues were also discussed including nuclear power as a symbol of business, the development of marketing devices and processes as well as the trend toward socialism.

The article reports on the successful industrial research operations of Bell Telephone Laboratories Inc. at its research plant in Murray Hill, New Jersey, in February 1954. It says that Bell Labs depends a lot on its specific design and development, its systems engineering as well as its research and development. According to the author, Bell Labs is extremely careful in selecting people who will get along with each other. The annual budget of Bell Labs for research is also discussed.

The article reports that the Massachusetts Institute of Technology (MIT) has acquired controlling interest of research firm Arthur D. Little, Inc. According to the author, the acquisition marks the first time that scientists working for a major private organization will have a significant stake in the financial returns from their investigations and developments. Earl P. Stevenson, president of Little, hopes that the link between MIT and the company's researchers will boost creativity.

The article analyzes the reasons because of which industries in the U.S. are opting for several ways to attract scientists like, high salaries. It is reported that, given the new pattern of American industrial technology pure science is needed to unlock several mysteries of nature including, complexities of jet engines and the materials required to build them, and difficulties in manufacturing metals which can contain the radioactivity produced by nuclear and atomic reactions.