to vet <strong>and</strong> control research priorities. Feric <strong>and</strong> Forintek also haveeastern <strong>and</strong> western subcommittees. Although <strong>the</strong> boards <strong>and</strong> researchcommittees draw from industry, government, university, <strong>and</strong> <strong>the</strong>organizations <strong>the</strong>mselves, representatives from industry dominate. In1985 <strong>the</strong> boards of directors of Paprican, Feric, <strong>and</strong> Forintek had 20, 18,<strong>and</strong> 23 members respectively of which 12, 11, <strong>and</strong> 14 were fromindustry <strong>and</strong> just two, three, <strong>and</strong> six from government. Clearly, <strong>the</strong>seorganizations are primarily oriented to <strong>the</strong> needs of industry.RationaleThe three institutions have distinct research foci. Paprican works on awide variety of projects related to <strong>the</strong> manufacture of pulp <strong>and</strong> paper;Forintek focuses on wood-processing technology <strong>and</strong> wood products;<strong>and</strong> Feric deals with wood harvesting <strong>and</strong> silviculture. Paprican has<strong>the</strong> strongest research capability of <strong>the</strong> three associations, which isnot surprising given its focus on technologically sophisticated pulp<strong>and</strong> paper activities. Paprican essentially focuses on "pre-commercial"basic <strong>and</strong> applied R&D, <strong>and</strong> developmental R&D that is ei<strong>the</strong>r tooexpensive for individual members or has industry-wide applicationsof <strong>the</strong> kind that cannot be appropriated by individual forest-productfirms. Paprican also provides industry with a supply of highly trainedscientists <strong>and</strong> engineers mainly by sponsoring graduate studentresearch, especially at McGill <strong>and</strong>, since 1978, at <strong>the</strong> University ofBritish Columbia. About 80 per cent of Paprican's R&D is processoriented.Paprican does research into matters of public interest;maintains a pulp <strong>and</strong> paper library; provides computer-basedinformation retrieval services, calibration services <strong>and</strong> st<strong>and</strong>ards, <strong>and</strong>research consultation; promotes <strong>the</strong> awareness of technical needs bymeans of publications <strong>and</strong> seminars, for example; <strong>and</strong> provides pulp<strong>and</strong> paper training courses for engineers." In terms of R&D, over <strong>the</strong>past 20 years, <strong>the</strong> most significant shift in Paprican's focus has beentoward a greater emphasis on developmental research <strong>and</strong> technologytransfer <strong>and</strong>, most recently, on product R&D. These trends have ledpeople to ask whe<strong>the</strong>r Papric an complements or substitutes forin-house R&D.The R&D managers who responded to <strong>the</strong> author's surveygenerally felt that Paprican was becoming more important <strong>and</strong> that<strong>the</strong> establishment of a facility on <strong>the</strong> campus of UBC in 1987 wouldfur<strong>the</strong>r this trend. The continuing growth of Paprican within <strong>the</strong> overallforest-product R&D system generates mixed reactions. The managersof <strong>the</strong> smallest R&D programs are generally in favour. Severalo<strong>the</strong>r survey respondents, however, expressed concern that Papricanis becoming too service-oriented <strong>and</strong> moving away from its traditionalrole as supplier of basic <strong>and</strong> applied research to <strong>the</strong> pulp <strong>and</strong> paper38
industry. Many firms perceive Paprican as an alternative to in-houseresearch.Feric's mission is to conduct R&D to improve <strong>the</strong> efficiency ofwood-harvesting operations <strong>and</strong> to minimize <strong>the</strong> cost of wood used inmanufacturing. Prior to Feric, diverse local conditions <strong>and</strong> <strong>the</strong> importanceof small businesses in logging <strong>and</strong> <strong>the</strong> manufacture of loggingequipment had meant meagre <strong>and</strong> fragmented R&D on <strong>the</strong> engineeringtechnology used in wood harvesting. Feric has sought, first, toprovide a Canada-wide framework for R&D to improve components,machines, <strong>and</strong> systems in all phases of wood-harvesting operations;second, to search worldwide for relevant concepts <strong>and</strong> encourage<strong>the</strong>ir adoption in Canada; <strong>and</strong>, third, to disseminate its results inpublished papers <strong>and</strong> field work.Feric's R&D is strongly developmental <strong>and</strong> site-specific. Feric hasbeen almost exclusively concerned with technology transfer <strong>and</strong> withpromoting "best practice" technology, wherever it originates. Althoughit maintains some contact with <strong>the</strong> R&D departments of equipmentsuppliers, Feric concentrates on R&D that supports wood-harvestingbusiness <strong>and</strong> substitutes for <strong>the</strong>ir in-house R&D.Forintek conducts R&D <strong>and</strong> provides services in codes <strong>and</strong> st<strong>and</strong>ards,technology transfer, <strong>and</strong> training <strong>and</strong> education for <strong>the</strong> <strong>Canadian</strong>wood-products industry. Forintek estimates about 60 per cent ofits work is R&D <strong>and</strong> 30 per cent codes <strong>and</strong> st<strong>and</strong>ards. Forintek wascreated to encourage greater sensitivity to <strong>the</strong> needs of <strong>the</strong> woodproductsindustry, <strong>and</strong> its R&D has been more developmental <strong>and</strong>has involved more technology transfer than that of its predecessorlaboratories."Forintek sees itself providing technological leadership to <strong>the</strong>wood-processing industry in five ways:• by providing a "technological bridge" between forest manager<strong>and</strong> manufacturer at a time when <strong>the</strong> nature of <strong>the</strong> forest is changingrapidly.• by stimulating higher levels of productivity <strong>and</strong> wood utilizationin <strong>the</strong> mills.• by providing <strong>the</strong> technical expertise to develop <strong>and</strong> influencecodes <strong>and</strong> st<strong>and</strong>ards that are in <strong>the</strong> interests of <strong>Canadian</strong> woodproducts <strong>and</strong> wood designs.• by increasing <strong>the</strong> competitiveness of wood products through <strong>the</strong>development of new products <strong>and</strong> processes.• by educating industry about technology through courses.Like Feric, Forintek strives to promote adoption of <strong>the</strong> best technologythat has been developed anywhere in <strong>the</strong> world. In addition,Forintek, sometimes in cooperation with universities, has establishedlong-term R&D programs in such fields as biotechnology.39
- Page 3 and 4: Science Council of Canada100 Metcal
- Page 5 and 6: ContentsForewordAcknowledgments1113
- Page 7 and 8: In-House R&D by Equipment Suppliers
- Page 9 and 10: Table 2.5: R&D Employment in 10 Can
- Page 11 and 12: ForewordTechnological innovation an
- Page 14 and 15: adapted sufficiently rapidly to the
- Page 16 and 17: Finally, the author interviewed sen
- Page 18 and 19: Table 1.3: Degree of Foreign Contro
- Page 20 and 21: Figure 1.1: Innovation Patterns and
- Page 22 and 23: Since 1945 the pace of technologica
- Page 24 and 25: Toward Reliance on Research rather
- Page 26 and 27: science occurred between 1900 and 1
- Page 28 and 29: Forestry Sector R&D SystemIn Canada
- Page 30 and 31: up its forestry research group at N
- Page 32 and 33: and one other that was strongly ori
- Page 34 and 35: closely involved in the establishme
- Page 38 and 39: In-House R&D by Equipment Suppliers
- Page 40 and 41: product. One, by no means atypical,
- Page 42 and 43: only internal source of dissolving
- Page 44 and 45: of which only 18 per cent came from
- Page 46 and 47: New information can be generated by
- Page 48 and 49: Chapter 3The R&D System andHow It W
- Page 50 and 51: Table 3.2: Summary Characteristics
- Page 52 and 53: Sixteen firms provided details on s
- Page 54 and 55: The Opco Process: A Case Study of I
- Page 56 and 57: however, within the last two decade
- Page 58 and 59: in 1959, and a full-scale experimen
- Page 60 and 61: Papritection was developed as follo
- Page 62 and 63: Further tests were conducted in 198
- Page 64 and 65: fully automatic machines, and its s
- Page 66 and 67: Chapter 4Technological Capability a
- Page 68 and 69: Table 4.2 provides measurements of
- Page 70 and 71: forest-product equipment patents, w
- Page 72 and 73: Foreign-Ownership and In-House R&DT
- Page 74 and 75: Technological Liaisons: Forest-Prod
- Page 76 and 77: for this deficiency the federal gov
- Page 78 and 79: On the other hand, three of the lea
- Page 80 and 81: one of Sweden's forest-products gia
- Page 82 and 83: Capital Investments in the Canadian
- Page 84 and 85: and Quebec accounted for 33.9 per c
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Table 5.5: Canadian Forest-Product
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Scandinavian manufacturers are in t
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was implemented smoothly and manage
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the foundations were poured, until
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inherent capabilities were never fu
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especially in the east, has receive
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"export staples mentality." The bel
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size of the conglomerates would cer
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the concept of flexibility explicit
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This author therefore recommends th
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with respect to technology transfer
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of the R&D system and influence the
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operations, attitudes toward innova
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limited R&D base, but they do empha
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The small size and non-innovative n
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Promoting In-House R&D in the Fores
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Notes1. The Technological Challenge
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7. For example, nj. Daly, "Weak Lin
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7. P.G. Mellgren and E. Heidersdorf
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this R&D facility has become even s
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3. K. Noble, "Forest Industry Urged
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Publications of the ScienceCouncil
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Reports on Matters Referred by the
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No. 40. Government Regulation of th
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1981An Engineer's View of Science E