The organization mode of professional service firms´ business development

Research and development is becoming increasingly business-oriented, and corporate reliance on new business R&D is greater than ever. How could business R&D activities in PSF (professional service firm) be organized to yield the greatest value for the enterprise? Through the literature study and field research and the in-depth interview with the managers in the engineering consulting firms illustrates how three organizational designs are being used to manage the flexible R&D organizations: (I) decentralized. (2) centralized, and (3) integrated. Decentralized designs limit the role of a central R&D group: they direct R&D resources more toward products and markets rather than basic scientific activities. Networked designs push the boundaries of R&D outside the confines of a central R&D group and the firm as a whole. Integrated models use sophisticated communication linkages to tie centralized, science-based activities with the business needs of the corporation.