It is a trying time for most of the non-corporate R&D organizations or Research and Technology Organizations (RTOs) as they are called throughout this book. Particularly those RTOs that are surviving on benevolent public funding are destined to witness a tougher time in future days of increasingly dwindling government support. Many of these RTOs have failed to foresee the changes in the role of the government from promoter of scientific and technological activities to the role of a major client of R&D output. The distinction between the roles of benevolent funders and judicious clients brings in the market dynamics to influence both public funding as well as the activities of RTOs. The government as a client would rely more on those RTOs that can deliver efficiently at the least cost and time. As a funder it would ask RTOs to be more market savvy and competitive with the rest of the world.
KeywordsOrganizational Practice Organizational Dynamic Qualitative Indicator Technology Organization Organizational Efficiency
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