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Management of Technology and Innovation in Japan

Management of Technology and Innovation in Japan

Management of Technology and Innovation in

Management of Technology and Innovation in Japan

  • Page 2 and 3: Cornelius Herstatt Christoph Stocks
  • Page 4 and 5: Preface and Introduction What Makes
  • Page 6 and 7: Preface and Introduction VII defini
  • Page 8 and 9: Preface and Introduction IX The boo
  • Page 10 and 11: Preface and Introduction XI ensures
  • Page 12 and 13: Preface and Introduction XIII This
  • Page 14 and 15: Preface and Introduction XV ��
  • Page 16 and 17: Preface and Introduction XVII �
  • Page 18 and 19: XX Table of Contents Part III: Orga
  • Page 20 and 21: XXII List of Contributing Authors K
  • Page 22 and 23: Part I: Strategic Aspects
  • Page 24 and 25: 4 K. Sakakibara and Y. Matsumoto po
  • Page 26 and 27: 6 K. Sakakibara and Y. Matsumoto bl
  • Page 28 and 29: 8 K. Sakakibara and Y. Matsumoto Th
  • Page 30 and 31: 10 K. Sakakibara and Y. Matsumoto B
  • Page 32 and 33: 12 K. Sakakibara and Y. Matsumoto L
  • Page 34 and 35: 14 K. Sakakibara and Y. Matsumoto P
  • Page 36 and 37: 16 K. Sakakibara and Y. Matsumoto k
  • Page 38 and 39: 18 K. Sakakibara and Y. Matsumoto T
  • Page 40 and 41: 20 K. Sakakibara and Y. Matsumoto t
  • Page 42 and 43: 22 K. Sakakibara and Y. Matsumoto T
  • Page 44 and 45: 24 K. Sakakibara and Y. Matsumoto p
  • Page 46 and 47: 26 K. Sakakibara and Y. Matsumoto A
  • Page 48 and 49: Case Study Shimano: Market Creation
  • Page 50 and 51: Case Study Shimano: Market Creation
  • Page 52 and 53:

    Case Study Shimano: Market Creation

  • Page 54 and 55:

    Case Study Shimano: Market Creation

  • Page 56 and 57:

    Case Study Shimano: Market Creation

  • Page 58 and 59:

    Case Study Shimano: Market Creation

  • Page 60 and 61:

    Case Study Shimano: Market Creation

  • Page 62 and 63:

    Table 1. (Continued) Shimano Linear

  • Page 64 and 65:

    Case Study Shimano: Market Creation

  • Page 66 and 67:

    Case Study Shimano: Market Creation

  • Page 68 and 69:

    Invisible Dimensions of Innovation:

  • Page 70 and 71:

    Invisible Dimensions of Innovation

  • Page 72 and 73:

    Invisible Dimensions of Innovation

  • Page 74 and 75:

    Invisible Dimensions of Innovation

  • Page 76 and 77:

    Invisible Dimensions of Innovation

  • Page 78 and 79:

    Invisible Dimensions of Innovation

  • Page 80 and 81:

    Invisible Dimensions of Innovation

  • Page 82 and 83:

    Invisible Dimensions of Innovation

  • Page 84 and 85:

    Invisible Dimensions of Innovation

  • Page 86 and 87:

    Invisible Dimensions of Innovation

  • Page 88 and 89:

    Invisible Dimensions of Innovation

  • Page 90 and 91:

    Conclusions Invisible Dimensions of

  • Page 92 and 93:

    74 J. Tomita and T. Fujimoto Custom

  • Page 94 and 95:

    76 J. Tomita and T. Fujimoto In thi

  • Page 96 and 97:

    78 J. Tomita and T. Fujimoto velopm

  • Page 98 and 99:

    80 J. Tomita and T. Fujimoto 3. Pro

  • Page 100 and 101:

    82 J. Tomita and T. Fujimoto Due to

  • Page 102 and 103:

    84 J. Tomita and T. Fujimoto Konnou

  • Page 104 and 105:

    The Japanese Know-Who Based Model o

  • Page 106 and 107:

    The Japanese Know-Who Based Model o

  • Page 108 and 109:

    The Japanese Know-Who Based Model o

  • Page 110 and 111:

    The Japanese Know-Who Based Model o

  • Page 112 and 113:

    The Japanese Know-Who Based Model o

  • Page 114 and 115:

    The Japanese Know-Who Based Model o

  • Page 116 and 117:

    The Japanese Know-Who Based Model o

  • Page 118 and 119:

    The Japanese Know-Who Based Model o

  • Page 120 and 121:

    The Japanese Know-Who Based Model o

  • Page 122 and 123:

    Large Size of Unit/ Organization Sm

  • Page 124 and 125:

    The Japanese Know-Who Based Model o

  • Page 126 and 127:

    The Japanese Know-Who Based Model o

  • Page 128 and 129:

    The Japanese Know-Who Based Model o

  • Page 130 and 131:

    114 Marian Beise lar only regionall

  • Page 132 and 133:

    116 Marian Beise National fondness

  • Page 134 and 135:

    118 Marian Beise Innovation and Mar

  • Page 136 and 137:

    120 Marian Beise lated public telep

  • Page 138 and 139:

    122 Marian Beise of the Japanese ma

  • Page 140 and 141:

    124 Marian Beise In the early stage

  • Page 142 and 143:

    126 Marian Beise market, it is reas

  • Page 144 and 145:

    128 Marian Beise for variety in Jap

  • Page 146 and 147:

    130 Marian Beise many industries (A

  • Page 148 and 149:

    132 Marian Beise RCA 350 150 -200 -

  • Page 150 and 151:

    134 Marian Beise � product design

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    136 Marian Beise ates indeed monopo

  • Page 154 and 155:

    138 Marian Beise tial differences b

  • Page 156 and 157:

    140 Marian Beise Gatignon H, Eliash

  • Page 158 and 159:

    Exploiting “Interface Capabilitie

  • Page 160 and 161:

    Exploiting “Interface Capabilitie

  • Page 162 and 163:

    Exploiting “Interface Capabilitie

  • Page 164 and 165:

    Exploiting “Interface Capabilitie

  • Page 166 and 167:

    Exploiting “Interface Capabilitie

  • Page 168 and 169:

    Exploiting “Interface Capabilitie

  • Page 170 and 171:

    Exploiting “Interface Capabilitie

  • Page 172 and 173:

    Product Development Strategy in the

  • Page 174 and 175:

    Exploiting “Interface Capabilitie

  • Page 176 and 177:

    Exploiting “Interface Capabilitie

  • Page 178 and 179:

    Exploiting “Interface Capabilitie

  • Page 180 and 181:

    Exploiting “Interface Capabilitie

  • Page 182 and 183:

    168 C. Herstatt, B. Verworn, C. Sto

  • Page 184 and 185:

    170 C. Herstatt, B. Verworn, C. Sto

  • Page 186 and 187:

    172 C. Herstatt, B. Verworn, C. Sto

  • Page 188 and 189:

    174 C. Herstatt, B. Verworn, C. Sto

  • Page 190 and 191:

    176 C. Herstatt, B. Verworn, C. Sto

  • Page 192 and 193:

    178 C. Herstatt, B. Verworn, C. Sto

  • Page 194 and 195:

    180 C. Herstatt, B. Verworn, C. Sto

  • Page 196 and 197:

    182 C. Herstatt, B. Verworn, C. Sto

  • Page 198 and 199:

    Implementing Process Innovation - T

  • Page 200 and 201:

    Implementing Process Innovation - T

  • Page 202 and 203:

    Implementing Process Innovation - T

  • Page 204 and 205:

    Implementing Process Innovation - T

  • Page 206 and 207:

    Implementing Process Innovation - T

  • Page 208 and 209:

    Implementing Process Innovation - T

  • Page 210 and 211:

    Implementing Process Innovation - T

  • Page 212 and 213:

    Implementing Process Innovation - T

  • Page 214 and 215:

    Implementing Process Innovation - T

  • Page 216 and 217:

    Implementing Process Innovation - T

  • Page 218 and 219:

    Reorientation in Product Developmen

  • Page 220 and 221:

    Reorientation in Product Developmen

  • Page 222 and 223:

    Reorientation in Product Developmen

  • Page 224 and 225:

    Reorientation in Product Developmen

  • Page 226 and 227:

    Reorientation in Product Developmen

  • Page 228 and 229:

    Reorientation in Product Developmen

  • Page 230 and 231:

    Reorientation in Product Developmen

  • Page 232 and 233:

    Reorientation in Product Developmen

  • Page 234 and 235:

    Reorientation in Product Developmen

  • Page 236 and 237:

    Reorientation in Product Developmen

  • Page 238 and 239:

    Reorientation in Product Developmen

  • Page 240 and 241:

    Reorientation in Product Developmen

  • Page 242 and 243:

    Reorientation in Product Developmen

  • Page 244 and 245:

    References Reorientation in Product

  • Page 246 and 247:

    Suppliers’ Involvement in New Pro

  • Page 248 and 249:

    Suppliers’ Involvement in New Pro

  • Page 250 and 251:

    Suppliers’ Involvement in New Pro

  • Page 252 and 253:

    Suppliers’ Involvement in New Pro

  • Page 254 and 255:

    Suppliers’ Involvement in New Pro

  • Page 256 and 257:

    Suppliers’ Involvement in New Pro

  • Page 258 and 259:

    Conclusion Suppliers’ Involvement

  • Page 260 and 261:

    NPD-Process and Planning in Japanes

  • Page 262 and 263:

    NPD-Process and Planning in Japanes

  • Page 264 and 265:

    NPD-Process and Planning in Japanes

  • Page 266 and 267:

    NPD-Process and Planning in Japanes

  • Page 268 and 269:

    NPD-Process and Planning in Japanes

  • Page 270 and 271:

    NPD-Process and Planning in Japanes

  • Page 272 and 273:

    NPD-Process and Planning in Japanes

  • Page 274 and 275:

    NPD-Process and Planning in Japanes

  • Page 276 and 277:

    NPD-Process and Planning in Japanes

  • Page 278 and 279:

    Japanese New Product Advantage: A C

  • Page 280 and 281:

    Japanese New Product Advantage: A C

  • Page 282 and 283:

    Japanese New Product Advantage: A C

  • Page 284 and 285:

    Japanese New Product Advantage: A C

  • Page 286 and 287:

    Methodology Japanese New Product Ad

  • Page 288 and 289:

    Japanese New Product Advantage: A C

  • Page 290 and 291:

    Japanese New Product Advantage: A C

  • Page 292 and 293:

    Japanese New Product Advantage: A C

  • Page 294 and 295:

    References Japanese New Product Adv

  • Page 296 and 297:

    Japanese New Product Advantage: A C

  • Page 298 and 299:

    290 G. Reger are carried out simult

  • Page 300 and 301:

    292 G. Reger 6. Participation in st

  • Page 302 and 303:

    294 G. Reger Acquisition of Technol

  • Page 304 and 305:

    296 G. Reger tion and long-term res

  • Page 306 and 307:

    298 G. Reger There are different po

  • Page 308 and 309:

    300 G. Reger and Latin America. Giv

  • Page 310 and 311:

    302 G. Reger The three most importa

  • Page 312 and 313:

    304 G. Reger North American compani

  • Page 314 and 315:

    306 G. Reger Conclusions The analys

  • Page 316 and 317:

    308 G. Reger Table 2. (Continued) I

  • Page 318 and 319:

    310 G. Reger Meyer-Krahmer F (Ed.)

  • Page 320 and 321:

    312 A. Gerybadze edge production, w

  • Page 322 and 323:

    314 A. Gerybadze influencing the gl

  • Page 324 and 325:

    316 A. Gerybadze process? The class

  • Page 326 and 327:

    318 A. Gerybadze Key Issue 2: Where

  • Page 328 and 329:

    320 A. Gerybadze France), followed

  • Page 330 and 331:

    322 A. Gerybadze some of these succ

  • Page 332 and 333:

    324 A. Gerybadze Where is the Geogr

  • Page 334 and 335:

    326 A. Gerybadze Andersson U, Forsg

  • Page 336 and 337:

    Reducing Project Related Uncertaint

  • Page 338 and 339:

    Reducing Project Related Uncertaint

  • Page 340 and 341:

    Reducing Project Related Uncertaint

  • Page 342 and 343:

    Reducing Project Related Uncertaint

  • Page 344 and 345:

    Reducing Project Related Uncertaint

  • Page 346 and 347:

    Reducing Project Related Uncertaint

  • Page 348 and 349:

    Reducing Project Related Uncertaint

  • Page 350 and 351:

    Reducing Project Related Uncertaint

  • Page 352 and 353:

    Reducing Project Related Uncertaint

  • Page 354 and 355:

    Reducing Project Related Uncertaint

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    Reducing Project Related Uncertaint

  • Page 358 and 359:

    Reducing Project Related Uncertaint

  • Page 360 and 361:

    Part V: Implementational Aspects

  • Page 362 and 363:

    356 Y. Mori 1st 1st Generation Gene

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    358 Y. Mori This is the format wher

  • Page 366 and 367:

    360 Y. Mori Objective of IP Managem

  • Page 368 and 369:

    362 Y. Mori Breakdown of registrati

  • Page 370 and 371:

    364 Y. Mori time, it is necessary t

  • Page 372 and 373:

    366 Y. Mori (US$ Billion) 160 140 1

  • Page 374 and 375:

    368 Y. Mori 70% of this type of inc

  • Page 376 and 377:

    370 Y. Mori negotiates towards sign

  • Page 378 and 379:

    372 Y. Mori ment, patent informatio

  • Page 380 and 381:

    374 Y. Mori tion at Japanese compan

  • Page 382 and 383:

    376 Y. Mori what can you readily re

  • Page 384 and 385:

    378 Y. Mori However, for the IP fun

  • Page 386 and 387:

    380 Y. Mori Hot IP Topics Now Faced

  • Page 388 and 389:

    382 Y. Mori Therefore, I think that

  • Page 390 and 391:

    384 Y. Mori tion, and ignore the co

  • Page 392 and 393:

    386 G. Trauffler and H. Tschirky gl

  • Page 394 and 395:

    388 G. Trauffler and H. Tschirky we

  • Page 396 and 397:

    390 G. Trauffler and H. Tschirky co

  • Page 398 and 399:

    392 G. Trauffler and H. Tschirky Vi

  • Page 400 and 401:

    394 G. Trauffler and H. Tschirky er

  • Page 402 and 403:

    396 G. Trauffler and H. Tschirky ti

  • Page 404 and 405:

    398 G. Trauffler and H. Tschirky si

  • Page 406 and 407:

    400 G. Trauffler and H. Tschirky Th

  • Page 408 and 409:

    402 G. Trauffler and H. Tschirky Re

  • Page 410 and 411:

    404 Index Environmental change 207,

  • Page 412:

    406 Index Project management 106, 1

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