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Management of Technology and Innovation in Japan

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336 C. Herstatt, B. Verworn, <strong>and</strong> A. Nagahira<br />

pr<strong>of</strong>it targets<br />

competitive advantage<br />

customer satisfaction<br />

fulfillment <strong>of</strong> technical requirements<br />

<strong>in</strong>crease <strong>of</strong> know-how<br />

Fig. 4. Achievement <strong>of</strong> objectives<br />

(N=14)<br />

(N=12)<br />

(N=14)<br />

(N=12)<br />

(N=14)<br />

(N=12)<br />

(N=14)<br />

(N=14)<br />

(N=14)<br />

(N=12)<br />

<strong>Japan</strong><br />

(average)<br />

3,6<br />

3,8<br />

4,7<br />

Germany<br />

(average)<br />

4,9<br />

5,1<br />

5,1<br />

5,6<br />

5,6<br />

6,1<br />

6,0<br />

1 = objectives not achieved, 4 = objectives achieved, 7 = objectives exceeded<br />

Overall, the effectiveness <strong>of</strong> the projects was fairly high regard<strong>in</strong>g competitive<br />

advantage, customer satisfaction, fulfillment <strong>of</strong> technical requirements, <strong>and</strong> <strong>in</strong>creased<br />

know-how. For these objectives, all <strong>Japan</strong>ese <strong>and</strong> German projects either<br />

met or exceeded their targets. Deficiencies were only observed <strong>in</strong> terms <strong>of</strong> f<strong>in</strong>ance,<br />

where target pr<strong>of</strong>its were not reached <strong>in</strong> two <strong>of</strong> the German <strong>and</strong> six <strong>of</strong> the <strong>Japan</strong>ese<br />

projects. In sum, all <strong>of</strong> the <strong>Japan</strong>ese <strong>and</strong> German <strong>in</strong>terviewees were satisfied<br />

with the outcome <strong>of</strong> the projects. Therefore, regardless <strong>of</strong> the way uncerta<strong>in</strong>ties<br />

were reduced, the respective approaches which are about to be outl<strong>in</strong>ed <strong>in</strong> the<br />

chapters that follow, were successful.<br />

Results<br />

This section summarizes our key f<strong>in</strong>d<strong>in</strong>gs about the fuzzy front end <strong>and</strong> tries to<br />

identify <strong>in</strong>itial <strong>in</strong>dicators for country specific differences. Firstly, we will describe<br />

how ideas were generated, assessed, <strong>and</strong> selected. Secondly, we will summarize to<br />

what extent market <strong>and</strong> technological uncerta<strong>in</strong>ty were reduced prior to project<br />

execution. F<strong>in</strong>ally, we will describe the <strong>in</strong>tensity <strong>of</strong> project plann<strong>in</strong>g activities as a<br />

further opportunity to reduce project related uncerta<strong>in</strong>ties <strong>and</strong> as a basis <strong>of</strong> controll<strong>in</strong>g<br />

dur<strong>in</strong>g the follow<strong>in</strong>g steps <strong>of</strong> the product development process.<br />

As already mentioned <strong>in</strong> the previous section, the f<strong>in</strong>d<strong>in</strong>gs <strong>of</strong> our research are<br />

affected by several limitations, e.g., different sampl<strong>in</strong>g procedures <strong>in</strong> Germany<br />

<strong>and</strong> <strong>Japan</strong> <strong>and</strong> a small sample size <strong>of</strong> 14 projects <strong>in</strong> each country. Therefore, we<br />

will only <strong>in</strong>terpret differences between <strong>Japan</strong>ese <strong>and</strong> German projects, but if hav<strong>in</strong>g<br />

completed the <strong>in</strong>terviews we are under the strong impression that a difference<br />

exists which can be expla<strong>in</strong>ed, <strong>and</strong> the difference between average values is relatively<br />

high to confirm our impression, these will be <strong>in</strong>cluded.

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