interest in doing work of an interbranch character. 

 At present there are no procedures that permit an 

 easy transfer of bonus and wage funds, capital in- 

 vestments, and material resources from one branch 

 to another to stimulate organizations, regardless 

 of their departmental affiliation. 77 



On another level, strong emphasis has been placed 

 on strengthening motivational bonds through the cre- 

 ation of a unifying goals framework. This tendency 

 to view questions pertaining to incentives through 

 the prism of the plan is in keeping with the basic 

 centralized approach to S&T policy. Because the re- 

 search-to-production process has basically lacked an 

 integrating goals structure, the focus has not been 

 on final results and overall integration but on 

 separate functions and individual work efforts per- 

 formed in isolation from one another. Coupling has 

 been loose and disjointed. Individual and institu- 

 tional participants are not fully aware that they 

 are involved in a connected process. The whole ac- 

 tivity chain moves through different links without 

 the integrating force of common purpose and sense of 

 teamwork. 



Through more explicit use of a goals-oriented sci- 

 ence policy and purposive technological innovation, 

 the leadership is trying to build a more effective 

 framework for cooperation and interorganizational 

 collaboration. The accent on objectives and end re- 

 sults in programmed-goals planning and systems man- 

 agement approaches currently in vogue is designed to 

 help build commitment and common purpose that can 

 fuse structure and people in joint action. Through 

 research and production complexes and associations 

 the authorities hope to reshape the attitudes of R&D 

 personnel and to create a coincidence of interest 

 among all participants in the smooth and rapid trans- 

 fer of technology. Instead of being guided by its 

 own special interests and parochial views, each unit 

 is to be motivated by common objectives, by "only one 

 concept: ours." The new complexes are seen as means 

 by which to transform "awkward external cooperation 



283 



