Management of Technology and Innovation in Japan

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306 G. Reger Conclusions The analyses presented here show the following main results: First, there is a growing tendency to acquire technology from external sources throughout our sample. The high reliance on external sources for technology of all companies investigated is a very important change in the strategic management of technology over the past decade and for the future. While there are very similar patterns of external technological cooperation – customers, suppliers and universities are most often mentioned – the motives to appropriate external technological knowledge differ between the three regions considered. Obviously, technology-related cooperations and horizontal and vertical networking even in core technologies have even gained in importance. However, acquiring technology from external sources has not been so familiar to the investigated North American firms in the past. Other empirical research shows that cross-border technology-related alliances are also of growing significance. Second, the international generation of innovation and technology plays a very important role in the strategies of the large companies analyzed and the data show that this will gain further momentum in the future. The western European firms are in the forefront of this development, whereas the North American firms are catching up. Further, the internationalization of R&D is still strongly confined to the Triad regions and is not global – so the development regarding R&D is better described by 'triadization'. There are strong differences between the North American, Japanese and Western European companies investigated (see Tab. 2): Firstly, Japanese companies still lag behind the overall trend of R&D investment in foreign countries: the share of R&D budget spent abroad is rather low compared with the other firms investigated. Further, the geographical diversification of R&D activities in own labs is limited strongly to North America as well as to Western Europe and Asia/ Pacific. The motives to invest abroad are driven by learning aspects (learning from lead markets/ customers and keeping abreast of technological know in foreign countries) and the wish to get access to skilled researchers. There seems to be no single dominant role for the R&D units – all four roles exist with the R&D unit performing the same activities as domestic R&D facilities is on the first rank. Compared to the companies from the other two regions R&D units which conduct basic and applied research play a more prominent role. Further, the R&D units abroad seem to be more strictly controlled: non-home-base R&D activities are not independent what and how they do their job. Technology transfer across borders is mainly done by using person-oriented coordination mechanisms. Secondly, North American companies spent more of their R&D budget abroad. The geographical diversification is the highest among the companies investigated: North American firms have own R&D activities strongly in western Europe but also in Japan, Asia/ Pacific, Latin America, and Eastern Europe. The motives to invest abroad are driven by adapting products to local requirements, supporting production facilities abroad and the wish to get access to skilled researchers. The dominant roles for the R&D units abroad are performing the same activities as the
Differences in the Internationalization of Industrial R&D in the Triad 307 domestic R&D facilities and the worldwide center of excellence; conducting basic or applied research plays no role. Further, the R&D units abroad seem to be controlled moderately: non-home-base R&D activities are independent what and how they do their job. Technology transfer across borders is mainly done by using electronic communication and relocating internal technical experts to recipient countries or from recipient countries to the home country. Table 2. Differences in the internationalization of R&D between Western European, Japanese and North American multinationals Dependence on external sources of technology (in % of responses) Partners in technology-related strategic alliances a Degree of R&D internationalization (R&D budget spent abroad/ total R&D budget in %) Geographical diversification of R&D activities in own labs abroad (more than 10% of responses) Three most important motives for internationalizing R&T activities Roles of R&D facilities abroad North American firms 1992: 10% 1998: up to 85% Numbers of newly established US-US strategic technology alliances increased from 286 (80-84) to 809 (90-94) 1995: 23.2% 1998: 28.4% 2001: 31.7% (estimated) (1) West. Europe (77.6%) (2) Japan (44.8%) (3) Asia/Pacific (39.7%) (4) Lat. America (20.7%) (5) East. Europe (13.2%) (1) adapting products (2) supporting production (3) access to researchers (1) same activity (34.5%) (2) center of exc. (31.0%) (3) tech. support (19.0%) (4) research (5.2%) Japanese firms 1992: 35% 1998: up to 84% Numbers of newly established JP-US strategic technology alliances increased from 178 (80-84) to 213 (90-94) 1995: 4.7% 1998: 7.0% 2001: 10.5% (estimated) (1) N. America (51.0%) (2) West. Europe (28.6%) (3) Asia/Pacific (16.3%) (1) learning from lead markets/ customers (2) keep abreast of foreign technologies (3) access to researchers (1) same activity (24.5%) (2) center of exc. (21.4%) (3) tech. support (18.4%) (4) research (15.3%) Western European firms 1992: 22% 1998: up to 84% Numbers of newly established EU-US strategic technology alliances increased from 221 (80-84) to 457 (90-94) 1995: 25.6% 1998: 30.3% 2001: 33.4% (estimated) (1) N. America (60.4%) (2) Japan (22.6%) (3) Asia/Pacific (17.0%) (4) East. Europe (13.2%) (1) learning from lead markets/ customers (2) technology developed by foreign firms (3) adapting products (1) center of exc. (43.4%) (2) same activity (32.1%) (3) tech. support (5.7%) (4) research (3.8%)
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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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246 D. Ge and T. Fujimoto sourcing
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248 D. Ge and T. Fujimoto Nishiguch
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250 C. Herstatt, C. Stockstrom, and
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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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