A cross-national research on MOT and innovation -An analysis of engineer competency in Japan, U.S., and Europe-

1.对30多名取得显著成果的工程师进行了调查。本研究的方法包括访谈、使用KJ法对工程师发展因素进行编码和分类，以及编制数据库，使我们能够对数据进行量化分析，并制定出详尽的胜任特征图。分析了发展因素的相互关系和时间序列，以应对工程师能力成长的复杂动态过程。我们的研究结果表明，以往研究中讨论的日本工程师的发展因素是正式的和肤浅的，非正式因素是有效的。虽然先前的研究建议组织管理日本工程师的职业生涯，但我们的研究表明，考虑到风险，日本公司将责任显著地委托给承担挑战的工程师。将我们的采访结果与我们对一般工程师的问卷调查结果进行比较，结果显示出…成功的工程师和不成功的工程师的行为特征有更大的差异。我们的研究结果的启示如下：(1)工程师能力的增长受到上级提供的机会的影响。然而，工程师的成败在很大程度上取决于他们的个人态度，这造成了工程师机会和结果的良性/恶性循环。(2)工程师上级跟进的存在和质量决定了他们的成败率。对那些培养能力、为成长提供适当“基础”的上级应做进一步的调查和研究。(3)成功的工程师制定长期目标。他们感觉到了一个漫长的研发过程，这超出了他们自己的个人任务。他们弥补了研发过程中的“结构性漏洞”，将正式和非正式的手段灵活地结合在一起。他们构建了适合新企业的知识和资源网络。(4)上述发现是基于详细的田野调查，而不是先前研究的先验假设。较少

1. Over 30 engineers who have achieved significant results were surveyed. The methodology of this research included interviews, coding and classifying engineer development factors using the KJ method, and compiling a database, which allowed us to analyze the data quantitatively and to develop an exhaustive competency map. We also analyzed the interrelationships and time series of the development factors to deal with the complex and dynamic process of the growth of engineer capabilities.2. Our results showed that the development factors of Japanese engineers discussed in previous studies were formal and superficial, and that informal factors were effective. Although earlier studies proposed that organizations manage the career of Japanese engineers, our research suggests that Japanese firms significantly delegate responsibility to engineers who undertake challenge in view of risk.3. A comparison of the findings of our interviews and our questionnaire survey of general engineers showed a … More difference between the behavioral characteristic of successful and not-so-successful engineers.Implications of our findings are as follows :(1) The growth in engineer capabilities is affected by opportunities provided by superiors. However, the degree to which engineers succeed or fail depends significantly on their individual attitudes, which creates a virtuous/vicious circle of engineer opportunity and results.(2) The presence and quality of follow-up by engineers' superiors determines their success or failure rate. Further investigation and research should be done on superiors who foster capabilities and provide the appropriate "ba" for growth.(3) Successful engineers set long-term goals. They perceive a long R＆D process that goes beyond their own individual tasks. They bridge the "structural hole" in the R＆D process, flexibly combining formal and informal means emergently. They construct knowledge and resource networks suitable for new businesses.(4) The above findings were based on detailed fieldwork, and not a-priori hypotheses of previous studies. Less