"FUZZY FRONT END" PRACTICES IN INNOVATING JAPANESE COMPANIES
"FUZZY FRONT END" PRACTICES IN INNOVATING JAPANESE COMPANIES
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DOI：
10.1142/s0219877006000703
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发表时间：
2006-03-01
影响因子：
1.8
通讯作者：
Nagahira, Akio
中科院分区：
文献类型：
--
作者：
Herstatt, Cornelius;Stockstrom, Christoph;Nagahira, Akio
在本文中，我们报告了对 553 家日本机电工程公司典型前端相关创新实践的大规模研究结果。我们探索有关新产品创意的产生和评估、减少技术和市场不确定性以及前端规划的典型活动。最后，我们报告成功和不成功公司之间的差异。我们的研究证实了早期关于日本在创意产生过程中频繁使用创造力技术的发现。我们还发现公司的高层管理人员和客户积极参与 NPD 项目。虽然整合高层管理人员对于评估新产品创意至关重要，但整合客户和用户主要用于开发产品创意和概念。我们进一步发现的证据表明，与不成功的公司相比，成功的公司在开发和评估新产品创意的过程中更频繁地整合客户。此外，与不成功的公司相比，前者更频繁地将客户需求集成到其产品定义中，并且更频繁地将这些需求转化为技术规范。最后，与不成功的公司相比，成功的公司通常会在项目开始之前系统地规划项目。
In this paper, we report on the results of a large-scale study about typical front-end-related innovation practices in 553 Japanese mechanical and electrical engineering companies. We explore typical activities concerning the generation and assessment of new product ideas, the reduction of technological as well as market uncertainty and front end planning. Finally, we report on the differences between successful and unsuccessful companies. Our study confirms earlier findings about the frequent use of creativity techniques in Japan during the process of idea generation. We also find companies to be intensively involved in upper management and customers on NPD projects. While integrating upper management is of vital importance for assessing new product ideas, integrating customers and users is primarily used to developing product ideas and concepts. We further find evidence that successful companies integrate their customers more frequently in the process of developing and assessing new product ideas than non-successful companies. In addition, the former integrate customer requirements into their product definitions more often and also translate these requirements into technical specifications more frequently than non-successful companies. Finally, successful companies more often systematically plan a project prior to its start than unsuccessful ones.