By Steven A. Zoller, project leader for two alliance projects at Procter & Gamble. This throwback article was first published in Research-Technology Management (RTM) in the March-April issue, 1999.
Strategic alliances have become commonplace in business, academia and government. Most people believe alliances are essential in today’s fast-paced, highly complex, and extremely competitive global business environment. However, are you really satisfied with the way your alliances operate and with their output?
Agreements like that between Westinghouse and Carnegie-Mellon can help surmount the obstacles to significant research cooperation between corporations and universities.
Richard M. Cyert, President, Carnegie-Mellon University (#TBT article originally published in 1985)
In talking with corporate executives, I find that most of them see the importance of an environment in which corporations and universities are cooperating much more closely. This attitude has developed in part from an increased appreciation for basic research, stemming from the recognition that the United States no longer has a technological lead on the rest of the world.
(The following throwback article appeared in the July 1967 issue of Research Management, the precursor to our award-winning journal, Research-Technology Management, and was written by James P. Romualdi for whom Carnegie Mellon University named its annual Civil and Environmental Engineering Award.)
(The following throwback article appeared in Research Management, precursor to our award-winning journalResearch-Technology Management, in November 1982. This article was taken from testimony Rabinow gave as part of a panel of speakers before the U.S. Subcommittee on Investigations and Oversight, House Committee on Science and Technology, in 1981.)