Management of Technology and Innovation in Japan

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388 G. Trauffler and H. Tschirky weakness and their interrelation, but above all he knew now in which fields that he had a lot of work to do. Market Automobile Market Transmission & Transition Market Market Markets Marketing development Flat Belting & Conveyer Products Transmission belt Conveyor belt Business Business Fields Fields Low price transmission belt Low price conveyor belt Ecologic transmittion belt Ecologic conveyor belt Low diameter belt Product development: Integration, project Management, Rubber Chemistry Transmit power Functions Functions Other Technologies Rubber Support Technology Product Technology Rubber Product Technology Production Technology Production Technology Polymer (see Function transport liquid) Technology Platforms (Material, Design, Evaluation, Production) Fig. 1. Innovation architecture of the belting division built around the function “transmit power” Technology Intelligence: Patent Research & Joint Venture Negotiation Joint Ventures
MoT: From Academia to Management Practice 389 The IA had displayed the direct relation between market needs, products, and technologies to enable those products and the scientific research fields the technologies were based on. Out of an initially unstructured heap of technologies and out of an initially opaque product/market constellation, an initial structure was now visible. The rough assessment of the company’s knowledge strength and weaknesses had already shown where further efforts were needed in order to reach the strategic goals that had been set in the previous year for this division. The newly created transparency revealed that the division only had a weak strategic alignment in terms of strategic MoT. The technologies had not yet been grouped strategically or aligned to fully exploit their competitive potential. Thus in the next phase of the project, a proposal was elaborated which would regroup the division’s technologies in groups of technology that were to be manageable as strategic entities. Forming Strategically Manageable Technology Entities The IA provided transparency in the knowledge assets of the company. In spite of the fact that all main technologies could be seen at one glance, it was not apparent how all those technologies should be rated and valued strategically. Displayed in the IA, all the technologies seemed to be equally important for the business’ success. In order to find out which technologies were strategically critical for the business and which were less so, the technologies had to be grouped according to strategic importance. The ultimate aim of this endeavor was to group strategically important technologies in order to visualize the competencies they represented for the company. A competence is considered the ability of an organization to achieve its (strategic) goals (Sanchez 2001, p. 5). Those technologies that contribute to forming the competencies of a company are referred to as core technologies. Core technologies are “relevant theories, products, process and support technologies which grouped as a whole represent a strategic entity suitable for setting strategic priorities” (Tschirky 2003a, p. 71). Making a company’s competencies visible goes beyond just knowing what they are. It means to know in which business fields a competence is actually needed, how this competence could be used in the future, what the strategic impact of this competence is, how this competence will develop, and who the knowledge carriers are. The Strategic Impact Analysis method (see Figure 2) was used to make the competencies visible, to detect core technologies, and to show in which business field they play a strategically important role. This method aims to reduce the overall complexity of a company’s technology and business interrelations by breaking down its interaction in three steps. First, the so-called Strategic Business Areas (SBA) are reflected. SBAs are dedicated sectors of the overall market place in which the company intends to position itself. The selection of SBAs includes strategic consideration of which markets and customer benefits to address, which product functions to fulfill and which concrete products and services to offer. The creation of SBAs follows the theory of the market based view which suggests that
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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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Part IV: Cultural Aspects
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270 C. Nakata and S. Im have not be
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272 C. Nakata and S. Im ucts, such
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274 C. Nakata and S. Im customers a
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276 C. Nakata and S. Im New Product
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278 C. Nakata and S. Im Measures We
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280 C. Nakata and S. Im analysis in
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282 C. Nakata and S. Im Managerial
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284 C. Nakata and S. Im derstanding
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286 C. Nakata and S. Im Fukuyama F
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Differences in the Internationaliza
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3.94 To adapt products to local req
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Acknowledgment Differences in the I
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Global Innovation and Knowledge Flo
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330 C. Herstatt, B. Verworn, and A.
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Management of Technology and Innovation in Japan

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