How can R&D strategy be shaped, integrated and monitored to
support corporate strategy?: a theoretical framework

Abstract: The aim of this thesis is to investigate the possibility of managing
research and development as a strategic competitive instrument to support
the corporate strategy. Furthermore, the thesis will also attempt to
describe theories dealing with underlying basic technology strategies,
technology and strategic planning, new product development strategy, R&D
portfolio and risk management, and technology roadmapping to help integrate,
monitor and shape R&D strategy in support of corporate strategy.
The investigation into theories on how to shape, integrate and monitor R&D
strategy to support corporate strategy was synthesized in a literature
review. The subject area, R&D strategy, is heavily researched and the amount
of available information is extensive. However, the researchers within the
field of R&D strategy do not agree with each other on how to best
manage R&D strategically.

This thesis was conducted through a literature review. The result showed
that theories on R&D strategy and its link to corporate strategy were
overall not sufficiently integrated. Basic technology strategies create
limits on which R&D strategies are possible for corporations to undertake.
For example, product development was viewed as an isolated part of technology
management although some authors argue that product development projects
create the foundation of future core competences: competences that in a
later stage are vital when building future competitive advantages. One other
observation, made by the author, was the necessity to use technology
roadmapping to join market insight and technological understanding to help
align R&D strategy and corporate strategy.