The Research-on-Research (ROR) Committee was created by the Arlington, Virginia Industrial Research Institute in 1968 to fill in a perceived gap in the arena of technological research and development (R&D). The Committee oversees working groups which examine current research on a particular topic, to identify best practices for effective management of R&D. The working groups, under loose supervision by the Committee, meet several times a year, usually at IRI-sponsored events,. Their findings are typically published in IRI’s bimonthly journal, Research-Technology Management (RTM)."A Fresh Look for Research-Technology Management", International Association for Management of Technology, Jan. 6, 2012, accessed Feb. 21, 2012.

IRI’s ROR meetings provide a forum for practitioners of R&D management and technological innovation to share best practices, current undertakings, and planning at their respective organizations in relation to innovation management.

History IRI’s Board of Directors formed an ROR Subcommittee in 1968, following an unsuccessful effort to convince the National Science Foundation (NSF) to establish research-on-research centers at U.S. universities. The subcommittee concluded that the field was important enough that the idea should be developed even without NSF support "Former IBM exec is new director for Center for Innovation Management Studies" , NC State University: Poole College of Management, Sept. 13, 2005, accessed Feb. 21, 2012.). A standing committee was created in 1971 to carry out research about the process of research in industry.

The first Committee had six members, plus a representative from the IRI Board of Directors. Its first action was to appoint five project subcommittees to address selected topics identified by a 1969 survey that were considered important to the IRI membership. Jason Salsbury, the first chair of the ROR Committee, explained “More than any other area, R&D is managed by policies and practices stemming from folklore rather than facts. Thus, the goal of the ROR Committee is to develop pertinent factual information on a variety of topics about the research process of interest to IRI members, working through its subcommittees.”Larson, Charles F. "50 Years of Change in Industrial Research and Technology Management," Research-Technology Management, Vol. 50, No. 1 (January–February 2007).

The Committee now supports twelve to fifteen working groups, each focused on a particular area of concern. Each group brings together industry leaders in research, technology, and innovation to collaborate, share experiences, and research case studies to determine best practices in the group’s focus area. ."Research-On-Research Reports," Research-Technology Management, Vol. 54, No. 6 (November–December 2011), pp. 49-50.

Organization and Purpose of ROR Committee The ROR Committee acts as a steering committee within IRI, providing guidance and oversight to the working groups, though the members are not necessarily a part of the working groups themselves. The Committee is composed of six or seven people from IRI member companies who meet with prospective co-chairs of the various working groups to draw up timelines, methodologies, and deliverables.Alan Fusfeld Bio , accessed Feb. 21, 2012. The leadership also checks to ensure continued progress on research topics. The purpose of the ROR Committee, as outlined by IRI, is to:"Managing High Uncertainty Innovation" , CSIRO, July 2008, accessed Feb. 21, 2012.

develop and communicate a galvanizing strategic plan for the ROR working groups consistent with the long-range needs of IRI's stakeholders; create new ROR projects that address major issues of the IRI membership, including emerging IRI constituencies such as the electronics, software, and communications industries; actively manage the ROR project portfolio to assure that projects are solidly initiated, well directed, and aggressively executed to generate high value for the IRI membership; maintain active liaison with other IRI committees and networks, and with entities outside IRI that are engaged in key interests of the ROR; and, utilize the ROR portion of the IRI Website as a strategic marketing tool for delivering products to the IRI membership and generating new member interest.

Purpose of ROR Working Groups The ROR working groups are voluntary and temporary, with individuals working on a defined problem for a predetermined time, and then disbandingn. The purpose of the ROR working groups, according to IRI, is to:Research-on-Research Homepage identify and promote effective techniques for the organization and management of research, development, and engineering in support of technological innovation; encourage high standards in technological innovation; develop methods for determining the effectiveness of technological innovation, and promote an understanding of the value of technological innovation to the economy, industry, and society; strengthen understanding of business issues by technology leaders as well as business leaders’ understanding of the technological innovation process; foster cooperation on a worldwide basis with academia, government, and other organizations active in technological innovation; and, provide member-company representatives a forum for building a network of contacts among their peers.

Past ROR Committee Chairs

1971-72: Jason M. Salsbury (American Cyanamid)Larson, Charles F. "50 Years of Change in Industrial Research and Technology Management," Research-Technology Management, Vol. 50, No. 1 (January–February 2007)."Organic Polymer Characterization." Report of the Committee on Organic Polymer Characterization, National Materials Advisory Board, National Research Council, Washington DC: National Academy of Sciences, 1977. 1972-74: Robert E. Gee (DuPont)Hounshell, David A. and John Kenley Smith. "Science and Corporate Strategy: Du Pont R&D, 1902-1980," New York: Cambridge University Press, pp. 527-528. 1974-76: Ivar H. Stockel (St. Regis Paper) 1976-77: Robert E. Boni (Armco Steel) 1977-78: Glen A. Hemstock (Engelhard Minerals & Chemicals) 1978-80: W. Gale Cutler (Whirlpool)Cutler, W. Gale and Erik Kissa. "Detergency: Theory and Technology," New York: Marcel Dekker, Inc., 1987. 1980-82: Joseph E. Stevenot (Procter & Gamble) 1982-83: James W. McDonough (Polysar) 1983-84: Lee W. Rivers (Allied Chemical)Lee W. Rivers, accessed March 6, 2012. 1984-85: A. Fred Kerst (Calgon) 1985-86: Peter R. Bridenbaugh (Alcoa) 1986-87: James P. McGeer (Alcan) 1987-89: Michael R. Waller (Amoco Production) 1989-90: Graham R. Mitchell (GTE Labs) 1990-91: Philip H. Brodsky (Monsanto) 1991-92: Deb Chatterji (BOC) 1992-94: Gary E. McGraw (Eastman Chemical) 1994-95: Parry M. Norling (DuPont)Norling, Parry M. "Growth of Industrial R&D: The Implications, Influences, and Issues" , AAAS, Chapter 23, pp. 237-244, accessed March 6, 2012. 1995-96: Paul B. Germeraad (Avery Dennison) 1996-97: Donald S. Mueller (Ashland) 1997-98: Robert S. Wood (Rohm & Haas) 1998-99: E. Larry Jarrett (Witco)Jarrett, E.L. "Effect of Technical Elements of Business Risk on Decision Making" , Managing Technical Risk: Understanding Private Sector Decision Making on Early Stage, Technology-based Projects, National Institutes of Standards and Technology, April 2000, p. 75, accessed Feb. 22, 2012. 1999-01: Miles P. Drake (Air Products) 2001-02: R. Kent Crawford (Square D)Leadership Profile: R. Kent Crawford, Leadership Directories, Inc., Feb. 7, 2012, accessed March 6, 2012. 2002-04: Albert L. Johnson (Corning) 2004-06: Alan D. Ayers (Energizer) 2006-08: James M. Scinta (ConocoPhillips) 2008-10: Raymond R. Cosner (Boeing) 2010-12: Richard R. Antcliff (NASA)

Current ROR Working Groups Business Model Innovation Challenges Accelerating ImplementationAccelerating Implementation from Prototype to Commercialization , accessed March 6, 2012. Sustainability Maturity Models Virtual Teams, 7 Essentials for Managing Virtual Teams, April 20, 2011, accessed March 6, 2012. Accessing Internal Knowledge Collaboration ContinuumMcNamee, Robert C., Daniel Z. Levin, Leonard Husky, Peter Oelschlaeger, Natalie Schoch. "Collaboration Continuum: Project Overview", Rutgers University, accessed Feb. 21, 2012. Early Identification of Disruptive Technology Global R&D Networks Achieving Sustainable Innovation Institutionalizing Innovation CompetencyHolden, Greg. "Need Innovation? Seek Out Your Mad Scientists", Innovation Management, Feb. 9, 2012, accessed Feb. 15, 2012. Social Networking in Business Today Shortage of Strategic Metals Integrating Design into R&D/Engineering

Representative past ROR Working Groups R&D Leadership Skills and StylesR&D Leadership Skills and Styles report out Sustainability in R&DChapas, Richard, Virginia Brandt, Leslie Kulis, and Kent Crawford. "Sustainability in R&D," Research-Technology Management, Vol. 53, No. 6 (November–December 2010), pp. 60-63. Gender Diversity in Technology Leadership Level 5 InnovationLevel 5 Innovation report out Advanced Marketing in R&DCotterman, Ronald, Alan Fusfeld, Pamela Henderson, Jonathan Leder, Carl Loweth, and Anthony Metoyer. "Aligning Marketing and Technology to Drive Innovation," Research-Technology Management, No. 52, Vol. 5 (September–October 2009), pp. 14-20. Know-How and Trade SecretsSlowinski, Gene, Edward Hummel and Robert J. Kumpf. "Protecting Know-How and Trade Secrets in Collaborative R&D Relationships," Research-Technology Management, Vol. 49, No. 4 (July–August 2006), pp. 30-38. Critical Skills and the Retirement BubbleAiman-Smith, Lynda, Paul Bergey, April R. Cantwell, and Mark Doran. "The Coming Knowledge and Capability Shortage," Research-Technology Management, Vol. 49, No. 4 (July–August 2006), pp. 15-23. Radical Innovation IIIPaulson, Albert S., Gina Colarelli O’Connor and Daniel Robeson. "Evaluating Radical Innovation Portfolios," Research-Technology Management, Vol. 50, No. 5 (September–October 2007), pp. 17-29. Radical Innovation IIThe Lally School of Management & Technology Partners with IRI , Rensselaer Polytechnic Institute, July 21, 2009, accessed Feb. 21, 2012. Metrics for the Fuzzy Front EndKoen, Peter, Greg Ajamian, Robert Burkart, Allen Clamen, Jeffrey Davidson, Robb D’Amore, Claudia Elkins, Kathy Herald, Michael Incorvia, Albert Johnson, Robin Karol, Rebecca Seibert, Aleksandar Slavejkov, and Klaus Wagner. "Providing Clarity and Common Language to the "Fuzzy Front-End"," Research-Technology Management, Vol. 44, No. 2 (March–April 2001), pp. 46-55. Knowledge ManagementArmbrecht, F.M. Ross, Jr., Richard B. Chapas, Cecil C. Chappelow, George F. Farris, Paul N. Friga, Cynthia A. Hartz, M. Elizabeth McIlvaine, Stephen R. Postle, and George E. Whitwell. "Knowledge Management in Research and Development," Research-Technology Management, Vol. 44, No. 4 (July–August 2001), pp. 28-48. Discontinuous InnovationWatts, Reid McRae. "Commercializing Discontinuous Innovations," Research-Technology Management, Vol. 44, No. 6 (November–December 2001), pp. 26-31. Value Creation from Value InnovationDillon, Thomas A., Richard K. Lee and David Matheson. "Value Innovation: Passport to Wealth Creation," Research-Technology Management, Vol. 48, No. 2 (March–April 2005), pp. 22-36. Sourcing InnovationWitzeman, Stewart, Gene Slowinski, Ryan Dirkx, Lawrence Gollob, John Tao, Susan Ward, Sal Miraglia. "Harnessing External Technology for Innovation," Research-Technology Management, Vol. 49, No. 3 (May–June 2006), pp. 19-27. IT and InnovationGordon, Steven, Monideepa Tarafdar, Robert Cook, Richard Maksimoski, Bernice Rogowitz. "Improving the Front End of Innovation with Information Technology," Research-Technology Management, Vol. 51, No. 3 (May–June 2008), pp. 50-58.