Abstract
Research and Development (R&D) is being seen as a major factor of influence regarding the
results of an enterprise in terms of time, costs, quality and customer satisfaction. Hence, sub-optimal
solutions in the organization of R&D can still be noticed quite often which affects the
competitiveness of a company.
While Japanese R&D had been long under close surveillance for copying, the picture has
changed in the past few years due to superior achievements in the above mentioned target
dimensions. However, the references used to draw scientific conclusions are mostly related to
companies in highly visible, well developed industries. General principles of "Japanese R&D
Management" generated out of these studies need to be cross-checked for consistency in other
industries. In search for an industry that is not as popular as the automotive or the electronic
industry, but still a worldwide recognized leader, the Japanese Machine Tool industry was
chosen to conduct such a study.
The so far generated findings about R&D in Japan are presented based on the current know-how
in the scientific discussion about organization of R&D. This leads to a theoretical
understanding of R&D organization and helps to discover fields of observation for the
empirical study. The description of The Japanese R&D Management forms a frame for the
empirical study at the same time. The results of the rather explorative, empirical study in the
Japanese Machine Tool Industry are presented in case studies, which are based on own
observations and experiences in Japan.
Analysis of the empirical results is supported by the theoretical basis and linked to the general
elements of the "Japanese R&D Management" while extracting industry specific success factors
using a cross-case analysis. A comparison of differences and similarities in the organization
of R&D leads to the conclusion that different organizational designs can be successful. In this
sense, for example informal information sharing as such a success factor for "Japanese R&D" could be differentiated. Depending on the strategic direction of the company, informal
information sharing can be weighted and achieved organizationally in several ways. The main
conclusions are then compared with findings in the German Machine Tool Industry, which
gives support to deny the "one-best-way" approach. |
