Management of Technology and Innovation in Japan

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300 G. Reger and Latin America. Given the possibility of multiple response both for the target regions and the activities, the 209 companies of the sample most often mentioned joint technology development (435), followed by acquisition of licenses (408), acquisition of innovative foreign products and/ or companies (341) and finally research in own laboratories abroad (325). As for the attractiveness of target regions, the sample as a whole mentioned western Europe most often, for each of the four activities, followed by North America. It is obvious that Japan is not as attractive as target region as it should be considering its economic and technological meaning. European companies mention North America as target region more than twice as often as Japan. North American companies mention Western Europe almost twice as often as Japan. At the same time, the so-called Asian Tigers seem to have gained some attractiveness, being mentioned by 22.9% of all companies of the sample for at least one of their international R&D activities. Not surprisingly, the remaining regions Latin America (9.5%) and Eastern Europe (11.7%) are still far less important. 5 4 3 2 1 0 Europe Japan N-America Total mean 1 = Very little non-domestic activity, 5 = Significant non-domestic activity Fig. 8. Importance of various technology activities carried out outside the home region Fig. 9 shows the global distribution of the four selected international R&D activities broken down by region of origin of the companies. The regional origin of the companies makes a difference. Just as Japanese companies spend relatively little R&D money abroad, compared to the rest of the sample, they obviously do not regionally diversify their international R&D activities that much. Companies from Japan most heavily concentrate on the two Triad regions Western Europe and North America, they spend almost no R&D money in Latin America and Eastern Europe. Moreover, they focus their efforts on the acquisition of licenses and technological cooperation. a b c d
Differences in the Internationalization of Industrial R&D in the Triad 301 100 80 60 40 20 0 License of technology from different world regions Europe Japan N-America North America Latin America Western Europe Eastern Europe Japan Asia / Pacific none Joint technology development with companies from different world regions 100 80 60 40 20 0 Europe Japan N-America North America Latin America Western Europe Eastern Europe Japan Asia / Pacific none Acquisition of technology through acquisition of companies from different world regions 100 80 60 40 20 0 100 80 60 40 20 0 Europe Japan N-America Activities in our own labs in different world regions Europe Japan N-America North America Latin America Western Europe Eastern Europe Japan Asia / Pacific none North America Latin America Western Europe Eastern Europe Japan Asia / Pacific none Fig. 9. The use of four different instruments to internationalize R&D activities Motives for R&D Internationalization To understand the nature of R&D internationalization, one has to look at the motives driving it. Nine possible motives were given in the survey and the most important observation might be that there is no single dominant reason. Still, there are some differences. In order of decreasing importance, the analysis of the sample as a whole shows the results in Fig. 10.
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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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X Preface and Introduction no longe
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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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230 K. Nobeoka Discussion and Concl
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232 K. Nobeoka essential to support
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234 K. Nobeoka Markides C and Willi
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236 D. Ge and T. Fujimoto ownership
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238 D. Ge and T. Fujimoto shares th
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240 D. Ge and T. Fujimoto Table 1.
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242 D. Ge and T. Fujimoto Based on
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244 D. Ge and T. Fujimoto Discussio
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Page 311 and 312: 3.94 To adapt products to local req
Page 317 and 318: Acknowledgment Differences in the I
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352 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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