Autonomy in the industrial R&D lab
区分战略自主与操作自主，提出研发人员职业生涯中两种自主性的变化路径，并指出多数实验室的自主性理念导致职业矛盾，最后讨论管理启示。
Abstract This article distinguishes between “strategic autonomy” (the freedom to set one's own research agenda) and “operational autonomy” (the freedom, once a problem has been set, to attack it by means determined by oneself, within given resource constraints). The article argues, and presents some preliminary corroborating data, that technical careers in the R&D lab should start lower on strategic than on operational autonomy, that operational autonomy should show initial fairly rapid increase, which should be followed by increases in strategic autonomy, and that thereafter a number of different career paths should be available for technical employees. Most labs, however, seem to espouse a philosophy of strategic autonomy combined with operational controls, which creates dilemmas and contradictions in the technical career, particularly at its start. It is proposed that these two aspects of autonomy can usefully be thought of as a two‐dimensional grid. Different positions on this grid seem to fit with different orientations and different tasks, and require different strategies for career management. The article ends with a discussion of these management implications.