Japanese R&D management: a holistic network approach
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
1995
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VII, 273 S. graph. Darst. |
Internformat
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Datensatz im Suchindex
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| adam_text | i
Japanese R D Management: a Holistic Network Approach
Table of Contents
1 Introduction Research Strategy
1.1 The Performance Gap: Causes and Consequences
1.1.1 Introducing the Gap and the Research Problem 1
1.1.2 Traditional Explanations 2
1.1.3 Towards a Closure of the Gap? 4
1.2 Brief Study of R D Management at Toshiba Computers
1.2.1 Empirical Presentation 6
1.2.2 Crystallising Out the Key Factors 10
1.2.3 Confronting the Key Factors with Current Literature 12
1.3 A Deeper Penetration of the Research Problem
1.3.1 The Role of Research in Japanese R D Management 13
1.3.2 Introducing Definitions 14
1.3.3 Locational Context Inside the Black Box 16
1.3.4 Locational Context Outside the Black Box 17
1.4 Theoretical Perspective
1.4.1 Developing a Conceptual Framework 20
1.4.2 Japanese R D Management as an Act of Networking 23
1.5 Main Objectives of the Study
1.5.1 Introducing the Dilemmas of Innovation 24
1.5.2 Analysing Three Network Foci 25
1.5.3 Delimitations of the Study 26
1.6 Research Strategy
1.6.1 Epistemological Stance 26
1.6.2 Research Methodology 27
1.6.3 Case Study Methodology 29
1.6.4 The Data Gathering Process 31
1.6.5 Summarised Contents of the Study 37
2 Developing a Theoretical Framework
2.1 Crystallising the Picture of Japanese R D Management
2.1.1 Differences in Lead Time R D Productivity 39
2.1.2 Linkages to Extracorporate Actors and Activities 42
2.1.3 Interlinking Market Needs 46
2.1.4 Interlinking Production 47
2.1.5 Intraorganisational Link Building 50
2.1.6 Crystallising a Preliminary Model 52
ii
2.2 Universal Theories on R D and Innovation
2.2.1 Interlinking Extracorporate Sources of Technology 54
2.2.2 Interlinking R D and Market Needs 55
2.2.3 Interlinking R D and Production 55
2.2.4 Uncertainty Reduction 58
Epilogue: Is Technological Leadership a Competitive Weapon? 60
2.3 Theoretical Dilemmas of Innovation
2.3.1 The Dilemma of Technological Leadership 61
2.3.2 The Organisational Dilemma of Innovation 66
2.3.3 Implications for the Theoretical Framework 67
3 Surrounding R D Networks
3.1 A Brief Introduction to Japanese Corporate Networks
3.1.1 Introducing Definitions 70
3.1.2 Brief Historical Background 71
3.1.3 Kinyu Shudan, or Financial Corporate Groups 71
3.1.4 Kigyo Keiretsu, or Vertically Interlinked Suppliers 73
3.1.5 Interlinking Kinyu Shudan and Kigyo Keiretsu 74
3.2 R D Linkages in Kinyu Shudan
3.2.1 Coordination of Cooperation 75
3.2.2 Concentrating Resources on R D 76
3.2.3 Innovation Through Allocation of Resources 78
3.2.4 Technology Scanning and Transfer of Competence 79
3.2.5 Group Wide Fusion of Competencies 81
3.3 R D Linkages in the Kigyo Keiretsu Structure
3.3.1 Coordination of Competition and Cooperation 82 j
3.3.2 Interlinking Actors and Activities 83 j
3.3.3 Innovation Through Specialisation 85
3.3.4 Interlinking Complementary Competencies 87 |
3.3.5 Acceleration of Innovation 87
3.4 Keiretsu Interlinkages of Canon, Sony and Toyota
3.4.1 Canon s Macrocosmic Position 89
3.4.2 Sony s Macrocosmic Position
3.4.3 Toyota s Macrocosmic Position 95
3.4.4 Effects on R D of the Keiretsu Interlinkages 98
3.5 Governmental R D Networks
3.5.1 Access to Resources 101
3.5.2 Coordination and Interlinkage of R D Activities 101 !
3.5.J Canon s MITI Interaction 103
3.5.4 Sony s MITI Interaction 103
3.5.5 Toyota s MITI Interaction 10* i
3.6 Additional Linkages to External Sources of Technology
3.6.1 Interlinking Domestic and Foreign Universities ltw
3.6.2 Overseas R D Facilities and Strategic Linkages 05
3.6.3 Canon s Additional Sources of Technology 10
3.6.4 Sony s Additional Sources of Technology 108
3.6.5 Toyota s Additional Sources of Technology 1 2
iii
4 Canon Inc.
4.1 Introduction 114
4.2 Intraorganisational Aspects of R D
4.2.1 Business Groups and R D Related Headquarters 115
4.2.2 Managing Patents 121
4.2.3 Interlinking Market Needs 122
4.2.4 Job Rotation 123
4.3 Managing the Development Process
4.3.1 The Role of the Chief Engineer 124
4.3.2 Birth and Evolution of a Task Force 125
4.3.3 Transfer from Research to Product Development 128
4.3.4 Competing Development Teams Working in Parallel 129
4.4 Developing Ferroelectric Liquid Crystal Displays
4.4.1 External Sourcing of Technology 131
4.4.2 Changing Chief Engineers 135
4.4.3 Evolution of an Increasingly Complex Project 138
4.4.4 The Emerging FLC Group 140
5 Sony Corporation
5.1 Introduction 144
5.2 Intraorganisational Aspects of R D
5.2.1 Sony s Business Groups 145
5.2.2 The R D System 145
5.2.3 Managing Patents 148
5.2.4 Interlinking Market Needs 149
5.2.5 Job Rotation 152
5.3 Managing the Development Process
5.3.1 The Research Planning Coordination Group 154
5.3.2 Transfer from Research to Product Development 157
5.3.3 Interactive Development 159
5.3.4 Technologies that did not Spread 159
5.3.5 Some Management Principles 160
5.4 Developing the MiniDiscman
5.4.1 The MiniDiscman Team 163
5.4.2 Setting New Industry Standards 168
5.4.3 Innovation Promoting Factors 169
5.4.4 Next Generation MD 170
iv
6 Toyota Motor Corporation
6.1 Brief Introduction 172
6.2 Intraorganisational Aspects of R D
6.2.1 The Research and Development Group 172
6.2.2 The New Product Development System 175
6.2.3 Interlinking Market Needs 177
6.2.4 Job Rotation 178
6.3 Managing the Development Process
6.3.1 The Chief Engineers 179
6.3.2 An Interactive Consulting Process 181
6.3.3 Working with Visions 183
6.3.4 Project Scheduling 183
6.3.5 Creating Creativity 184
6.4 Developing the Lexus
6.4.1 Product Planning 185
6.4.2 Interlinking Market Needs 185
6.4.3 The Empowered Chief Engineer 186
6.4.4 Root Cause Problem Solving 188
6.4.5 The FQ Committee 189
6.4.6 The Development Process in Brief 191
7 Cross Case Analysis
7.1 Linkages to Extracorporate Sources of Technology
7.1.1 R D Resources Through Keiretsu Networks 195
7.1.2 Governmental R D Networks 196
7.1.3 Additional R D Linkages 197
7.2 Interlinking Technology and Product Development
7.2.1 Organising for Analytic Design 202
7.2.2 Interlinking Market Needs 207
7.2.3 Interlinking Production 212
7.3 Managing the Linkages in R D Projects
7.3.1 The Birth and Evolution of an R D Project 217
7.3.2 Interlinking Vital Actors, Activities and Resources 219
7.3.3 Coordinating the Vital Linkages of an R D Project 223
7.4 Summarising Similarities and Differences Across the Cases
7.4.1 At the Extracorporate Level 227
7.4.2 At the Intracorporate Level 228
7.4.3 At the Project level 228
V
8 Main Contributions and Implications of the Study
8.1 Circumventing the Dilemmas of Innovation: Explaining the
Performance Gap
8.1.1 Interlinking Extracorporate Technological Resources 230
8.1.2 Interlinking Complementary Actors and Activities 232
8.1.3 Managing R D Projects as Networking Processes 235
8.2 Practical Contributions of the Study
8.2.1 Concluding Remarks on Canon, Sony and Toyota 237
8.2.2 Practical Implications for R D Management 239
8.2.3 Personal Observations versus Current Literature 241
8.3 Historical Perspective and Future Outlook 242
8.4 Implications for Further Research 244
References 246
Interviewees 262
Appendix 267
vi
List of Figures
1.4.1: Vital Interlinkages in Japanese R D Management 23
1.6.1: Building Blocks of the Study 38
2.1.1: Average Project Schedules 40
2.1.2: Types of Parts Produced by Suppliers 45
2.1.3: Production Startup Approaches 48
2.1.4: A Preliminary Model of Japanese R D Management 52
2.2.1: The Chain linked Model of Kline Rosenberg 57
2.2.2: Managing R D to Reduce Uncertainty 59
2.3.1: Technology and Product Development as Interdependent Processes 62
2.3.2: Technology vs. Product Development 63
2.3.3: The Dilemma of Technological Leadership 65
2.3.4: The Paradoxical Organisational Needs of Radical Innovation 67
2.3.5: Vital Interlinkages of R D Projects 68
3.1.1: The Interlinkage of Kinyu Shudan and Kigyo Keiretsu 75
3.2.1: Investor Composition in Large U.S. and Japanese Companies 76
3.4.1: Some of Canon s Keiretsu Interlinkages 89
3.4.2: Canon s own Macrocosm of Spun Off Units 91
3.4.3: Sony s Main Bank Relationships and First Tier Suppliers 92
3.4.4: Sony s R D Related Domestic Macrocosm 94
3.4.5: Some of Toyota Motor s Keiretsu Interlinkages 95
3.4.6: Toyota Motor s Macrocosm of Principal Subsidiaries 98
4.2.1: Canon s Microcosm of Headquarters and Product Operations 115
4.2.2: Example of a Product Operation at Canon 120
4.3.1: A Development Centre and its Cross Divisional Projects 124
4.3.2: Canon s Product Development Process 126
4.4.1: Development Centre of Component Business Operations HQ 136
4.4.2: Initial Key Actors in the Development of FLCD 138
4.4.3: The Development Process of FLC Displays 139
4.4.4: Main Contributors to the Development of FLC Displays 142
5.2.1: Organisation of the Sony Corporation Research Centre 146
5.2.2: Sony Corporate Research Laboratories 147
5.4.1: Main Actors in the Development of the MD 165
6.2.1: The Toyota R D System s Domestic Actors 174
6.2.2: Toyota s New Product Development System 177
6.3.1: Toyota s Cross Divisional Vehicle Development Projects 18
6.3.2: Toyota Motor s New Product Development Process 182
vii
8.1.1: Vital Interlinkages of R D Projects 231
8.1.2: Vital Interlinkages in Japanese R D Project Management 235
List of Tables
3.2.2: R D Spending and Dividends 77
7.1.1: Linkages to Extracorporate Sources of Technology 201
7.2.1: Linkages for Technology Fusion 207
7.2.2: Linkages for R D Market Interface 211
7.2.3: Interlinking R D and Production 216
7.3.1: Strength of Linkages and Mechanisms in R D Projects 225
List of Abbreviations
AIST Agency of Industrial Science and Technology
ATRAC Adaptive TRansform Acoustic Coding system
CAD Computer Aided Design
CD Compact Disc
Cd Drag Coefficient (measures the wind resistance of an object)
DAT Digital Audio Tape
DCC Digital Compact Cassette (Philip s version of DAT)
FLCD Ferroelectric Liquid Crystal Displays
HIFET Hetero Interface Field Effect Transistor
HP Hewlett Packard
LAN Local Area Network
LPCVD Low Pressure Chemical Vapour Deposition (thin film technology)
LSI Large Scale Integrated Circuits
MD MiniDisc (Sometimes called MiniDiscman)
MTTT Ministry of International Trade and Industry
MMIC Monolithic Microwave Integrated Circuit
MOCVD Metal Organic Chemical Vapour Deposition (method for growing very thin
semiconducting film)
TFT Thin Film Transistor (displays)
VCR Video Cassette Recorder
VLSI Very Large Scale Integrated Circuits
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| spelling | Harryson, Sigvald Verfasser aut Japanese R&D management a holistic network approach von Sigvald Harryson 1995 VII, 273 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Hochsch., Diss., 1995 Industrielle Forschung / Innovationsmanagement / Management / Japan Technologiemanagement (DE-588)4215161-2 gnd rswk-swf Forschung und Entwicklung (DE-588)4017897-3 gnd rswk-swf Japan (DE-588)4028495-5 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Japan (DE-588)4028495-5 g Forschung und Entwicklung (DE-588)4017897-3 s Technologiemanagement (DE-588)4215161-2 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006789330&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Japanese R&D management a holistic network approach |
| title_auth | Japanese R&D management a holistic network approach |
| title_exact_search | Japanese R&D management a holistic network approach |
| title_full | Japanese R&D management a holistic network approach von Sigvald Harryson |
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| title_full_unstemmed | Japanese R&D management a holistic network approach von Sigvald Harryson |
| title_short | Japanese R&D management |
| title_sort | japanese r d management a holistic network approach |
| title_sub | a holistic network approach |
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| topic_facet | Industrielle Forschung / Innovationsmanagement / Management / Japan Technologiemanagement Forschung und Entwicklung Japan Hochschulschrift |
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