New strategic goals and organizational solutions in large R&D labs: lessons from Centro Ricerche Fiat and Telecom Italia Lab

The issue of corporate R&D management has become particularly relevant during the last decade, since many industrial sectors experienced growing complexity in their research areas and increasing constraints in budgets devoted to R&D activities. This paper discusses the cases of the ICT and automotive sectors, exploring the changes in managerial procedures and strategies that two of the largest corporate research centres in Italy (Telecom Italia Lab and Centro Ricerche Fiat) adopted during a delicate phase of transition. Both cases are characterized by a growing pressure towards the effective integration of short‐term and long‐term perspectives, i.e. towards a balance between valorization of research results and competencies, and exploration of new technological trajectories. The solutions adopted by the two organizations are explored and discussed. Specifically, while TiLab focused on the promotion of controlled spin‐off companies, CRF has been very active in local technology transfer, especially in favour of SMFs.