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Management of Technology and Innovation in Japan

Management of Technology and Innovation in Japan

24 K. Sakakibara

24 K. Sakakibara and Y. Matsumoto products not only involves marketing and sales issues but also engineering and design issues during the development phase. In other words, engineers and designers can control the profitability of each product by designing a specific architecture of the product. Finally, there are many limitations to this paper. The single case study in the domestic market is just one example. However, this study suggests that Canon’s efforts to achieve high appropriability have a historical background and that the resulting cartridge technology of copiers and the flexible change in the product architecture of its ink jet printers both are unique to the company. Designing product architecture for high appropriability is the key to the success.

Designing the Product Architecture for High Appropriability: The Case of Canon 25 Appendix 1: The List of Product Specifications Model Launching Body price (Y) Resolution (dpi) Print speed (char/sec) Running cost (Y)a BJ-130J 2/1989 Y198,000 Black 360 x 360 b 148 (kanji) Y3.0 BJ-10v 10/1990 Y74,800 Black 360 x 360 83 Y6.0 BJ-330J/ 300J 2/1991 330J: Y190,000 Black 360 x 360 300 Y3.0 300J: Y140,000 BJ-10v Lite 2/1993 Y69,800 Black NA 110 Y6.0 MJ-500 3/1993 Y74,800 Black 360 x 360 NA Y3.2 BJ-220JS/JC 6/1993 JS : Y128,000 Black 360 x 360 JC: Y98,000 248 Y6.0 BJC-600J 2/1994 Y120,000 Black 360 x 360 Color 240 (max) NA Y2.3 Y18.1 MJ-700V2C 6/1994 Y99,800 BJC-400J 9/1994 Y69,800 PM-770C 10/1998 Y59,800 BJ-F600 11/1998 Y54,800 BJ-F200 3/1999 Y34,800 PM-920C 6/2001 Y64,800 Black Y1.8 720 x 720 NA Color Y7.6 Black 720 x 360 496 (max) Y3.7 Color 360 x 360 NA Y24.6 Black Y2.8 1440 x 720 NA Color Y14.0 Black Y1.0 Color 1440 x 720 NA 4-color: Y7.4 6-color: Y11.2 Black 720 x 360 Color NA Y3.7 Y24.6 Black NA 1440 x 720 NA Color Y30.7 Black NA PM-970C 10/2002 Y59,800 Color Note: Shaded rows represent Epson, and clear rows represent Canon. Information was compiled using company supplied data supplemented with publicly available information. a The running cost for the MJ-500 is from Nikkei Sangyo Shinbun on April 9, 1993. The running cost for the BJ-220JS/JC is estimated to be Y6 based on other models in the same series that use the same cartridge. All other running cost information is from the corporate website of each company. b This value is taken from Miyazaki (1999). 2880 x 2880 NA Y32.1 L-size photo sheet

  • Page 1 and 2: Management of Technology and Innova
  • Page 3 and 4: Prof. Dr. Cornelius Herstatt Christ
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  • Page 15 and 16: XVI Preface and Introduction 60�
  • Page 17 and 18: Table of Contents Part I: Strategic
  • Page 19 and 20: List of Contributing Authors Yaichi
  • Page 21 and 22: List of Contributing Authors XXIII
  • Page 23 and 24: Designing the Product Architecture
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  • Page 49 and 50: 30 A. Takeishi and Y. Aoshima “gr
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    The Customer System and New Product

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    The Customer System and New Product

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    The Customer System and New Product

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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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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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    Fig. 3. Japanese creativity with lo

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    The Domestic Shaping of Japanese In

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    The Domestic Shaping of Japanese In

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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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    160 M. Yasumoto and T. Fujimoto The

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    162 M. Yasumoto and T. Fujimoto The

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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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    “Fuzzy Front End” Practices in

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    “Fuzzy Front End” Practices in

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    N=551 “Fuzzy Front End” Practic

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    “Fuzzy Front End” Practices in

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    “Fuzzy Front End” Practices in

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    “Fuzzy Front End” Practices in

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    “Fuzzy Front End” Practices in

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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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    252 C. Herstatt, C. Stockstrom, and

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    254 C. Herstatt, C. Stockstrom, and

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    256 C. Herstatt, C. Stockstrom, and

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    258 C. Herstatt, C. Stockstrom, and

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    260 C. Herstatt, C. Stockstrom, and

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    262 C. Herstatt, C. Stockstrom, and

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    264 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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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    3.94 To adapt products to local req

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    Differences in the Internationaliza

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    Differences in the Internationaliza

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    Acknowledgment Differences in the I

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    Global Innovation and Knowledge Flo

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    330 C. Herstatt, B. Verworn, and A.

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    332 C. Herstatt, B. Verworn, and A.

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    334 C. Herstatt, B. Verworn, and A.

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    336 C. Herstatt, B. Verworn, and A.

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    338 C. Herstatt, B. Verworn, and A.

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    340 C. Herstatt, B. Verworn, and A.

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    342 C. Herstatt, B. Verworn, and A.

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    344 C. Herstatt, B. Verworn, and A.

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    346 C. Herstatt, B. Verworn, and A.

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    348 C. Herstatt, B. Verworn, and A.

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    350 C. Herstatt, B. Verworn, and A.

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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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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    Objectives of IP management To cont

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    Technology Planning Function From P

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    From Practice: IP Management in Jap

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    From Practice: IP Management in Jap

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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    MoT: From Academia to Management Pr

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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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