Management of Technology and Innovation in Japan

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Japanese New Product Advantage: A Comparative Examination 283 for cross-functional integration and initiation process). This means it is worth the time and effort to carefully select members of a new product team, assembling the appropriate knowledge and skill set in the first place so that the end result is a truly superior new product. While integrating across functions and completing initiation tasks are important, team proficiency ensures the quality of human resources dedicated to the innovation enterprise is sufficient for success. The team proficiency scale from this study can be used to assess quality. If quality is thereby judged to be inadequate, the team may re-constitute or new leadership assigned to increase the likelihood of exploiting the team’s capabilities. Additionally, training in innovation and group endeavors can be provided so that the talents and energies of individuals are properly harnessed, increasing collective proficiency over time. Limitations and Research Implications Our conclusions are qualified in several regards. First, data was collected in just two countries, Japan and Korea, so generalizing the hypothesized model beyond these settings is limited. Future research should examine the model in more countries. But we chose Japan and then Korea due to their importance in the world economy and because of the salience of their innovation output. Other countries that are worth exploring in regard to new product advantage are Germany, the U.K., Sweden, and the U.S. Another limitation is that only three specific process antecedents were investigated - ones that, based on the literature, warranted examination. Future studies can investigate other precursors to advantage, as well as compare their direct and interactive influences. One particularly intriguing variable is cross-functional integration. This study showed it has paradoxical or mixed effects, so it would be worthwhile understanding more of its influences and the conditions under which they alter. Another variable worth further probing is new product team proficiency. As this was the first study to conceptualize and measure this construct, it is deserving of additional study. Moreover, it was demonstrated to be the most influential driver of advantage. As firms move increasingly toward team-based new product development, it would be critical to understand exactly how this proficiency is cultivated and applied toward innovation endeavors. Although we did not examine it in this study, a team’s culture may be a major factor. The final limitation is our conjectural explanation for the contrasting approaches to innovation work between Japan and Korea. Although we propose stage of industrialization and culture act as possible influences, later studies can explicitly model and empirically test these effects. It would be particularly useful in relation to the culture variable to go beyond the well-known Hofstede treatment, which categorizes Japan and Korea as similarly collectivistic; other researchers have argued that Japan and Korea are distant on this and other cultural dimensions (Fukuyama 1995). Finer grained research tools may be required to capture such nuances. All in all, we hope that this study has produced greater un-
284 C. Nakata and S. Im derstanding on the role of advantage in new products produced in Japanese firms compared to Korean companies, and how firms in both national settings may achieve higher performing new products. Appendix: Measurement Items and Coefficient Alphas (Japan/Korea) Variable (Japan/Korea alphas) Crossfunctionalintegration (CFI) (.89/.83) New product team proficiency (NPTP) (.86/.86) Initiation process (IP) (.71/.74) New product advantage (NPA) (.87/.87) New product performance (NPP) (.87/.93) Items Integration and communication between R&D and manufacturing were very good in the new product development process. Integration and communication between marketing and R&D were very good in the new product development process. Integration and communication between marketing and manufacturing were very good in the new product development process. Our new product development team was efficient. We had accurate forecasts for market demand. Our predictions about customers’ needs were accurate. Our knowledge of the market was accurate. Our technical skills fit the needs of the products. A systematic idea screening procedure was used. We used an elaborate product concept development procedure. We performed market research regarding potential customers in order to test the product concept. We conducted business analysis (e.g. demand forecast) for the new product concept. We performed a prototype or sample test in house. We performed a prototype or sample test with customers. Our new product offered unique features or attributes. Our new product was superior in meeting customers’ needs. Our new product contained useful functions that could not be found in competing products. Our new product offered better quality to customers compared to competing products. Our new product offered unique benefits to customers. Our new product solved problems that customers had before with competing products. Our new product was highly innovative, replacing vastly inferior products. Our new product was radically different from competing products. Sales volume relative to competitors Sales volume relative to a firm’s original objectives Profitability relative to competitors Profitability relative to a firm’s original objectives Market share relative to competitors
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Management of Technology and Innova
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Prof. Dr. Cornelius Herstatt Christ
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VI Preface and Introduction its ori
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VIII Preface and Introduction commo
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XII Preface and Introduction Based
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XIV Preface and Introduction ��
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XVI Preface and Introduction 60�
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Table of Contents Part I: Strategic
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List of Contributing Authors Yaichi
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List of Contributing Authors XXIII
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Designing the Product Architecture
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30 A. Takeishi and Y. Aoshima “gr
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32 A. Takeishi and Y. Aoshima The B
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34 A. Takeishi and Y. Aoshima troub
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36 A. Takeishi and Y. Aoshima Histo
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38 A. Takeishi and Y. Aoshima bles
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40 A. Takeishi and Y. Aoshima mud,
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42 A. Takeishi and Y. Aoshima Table
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44 A. Takeishi and Y. Aoshima Shima
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46 A. Takeishi and Y. Aoshima of th
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48 A. Takeishi and Y. Aoshima parts
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50 K. Kusunoki anticipating and sol
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52 K. Kusunoki both manufacturers a
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54 K. Kusunoki users. With the rele
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56 K. Kusunoki existing performance
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58 K. Kusunoki the LCD computer mon
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60 K. Kusunoki In the home-use vide
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62 K. Kusunoki systems with interna
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64 K. Kusunoki visible dimensions e
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66 K. Kusunoki Cocoon appears a goo
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68 K. Kusunoki level system. To acq
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70 K. Kusunoki music editing softwa
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The Customer System and New Product
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Part II: Process Aspects
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88 S. J. Harryson An important sugg
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90 S. J. Harryson Introducing a Kno
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92 S. J. Harryson Their data also s
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94 S. J. Harryson view of transacti
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96 S. J. Harryson but never produce
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98 S. J. Harryson Know-Who in Produ
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100 S. J. Harryson Leveraging Intra
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102 S. J. Harryson naka stated that
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104 S. J. Harryson protect Canon’
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106 S. J. Harryson Consequently, a
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108 S. J. Harryson References Abegg
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110 S. J. Harryson Johansson U and
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The Domestic Shaping of Japanese In
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Fig. 3. Japanese creativity with lo
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144 M. Yasumoto and T. Fujimoto low
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146 M. Yasumoto and T. Fujimoto in
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148 M. Yasumoto and T. Fujimoto sup
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150 M. Yasumoto and T. Fujimoto Mea
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152 M. Yasumoto and T. Fujimoto com
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154 M. Yasumoto and T. Fujimoto Jap
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156 M. Yasumoto and T. Fujimoto The
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158 M. Yasumoto and T. Fujimoto As
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164 M. Yasumoto and T. Fujimoto Bru
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“Fuzzy Front End” Practices in
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Number of companies 250 200 150 100
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N=551 “Fuzzy Front End” Practic
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186 R. Haak The Toyota production s
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188 R. Haak (1988, p. 3) pointed ou
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190 R. Haak Essentially, the key fa
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192 R. Haak movement of materials n
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194 R. Haak ent from traditional me
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196 R. Haak Total Quality Control (
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198 R. Haak or shared with other co
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200 R. Haak Görgens J (1994) Just
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202 R. Haak Ohno T (1988) Toyota Pr
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Part III: Organizational Aspects
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208 K. Nobeoka Firms such as Toyota
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210 K. Nobeoka to share technology
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212 K. Nobeoka launched an initiati
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214 K. Nobeoka only 23 departments
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216 K. Nobeoka product introduction
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218 K. Nobeoka 1993. Rather the cha
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220 K. Nobeoka Second, Toyota also
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222 K. Nobeoka and it was not often
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224 K. Nobeoka The hierarchical chi
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226 K. Nobeoka tion. Engineers can
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228 K. Nobeoka believes that five d
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336 C. Herstatt, B. Verworn, and A.
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From Practice: IP Management in Jap
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Objectives of IP management To cont
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Technology Planning Function From P
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MoT: From Academia to Management Pr
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Index 3G 148 f., 152 5 S process 19
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Japanese consumers 125, 129, 135 Ja
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