Xm. Song et Me. Parry, HOW THE JAPANESE MANAGE THE RESEARCH-AND-DEVELOPMENT MARKETING INTERFACE, Research technology management, 36(4), 1993, pp. 32-38
Citations number
20
Categorie Soggetti
Business,Management,"Operatione Research & Management Science
OVERVIEW: A survey of 2 74 Japanese R&D managers suggests that the per
ceived success of Japanese new product programs is related to the achi
eved level of R&D-marketing integration in Japanese firms Moreover, th
e achieved level of integration appears to reflect the quality of R&D-
marketing relations, the organizational structure of Japanese firms, a
nd the attitudes and actions of Japanese senior management. These find
ings are consistent with the conclusions of similar studies of U S. co
mpanies. The authors, however, find one important difference between U
S and Japanese companies. In japanese firms, the method of organizing
new product activity appears to have little influence on the achieved
level of R&D-marketing integration. We suspect that in Japan methods o
f organizing new product activity do not matter because corporate cult
ure accomplishes what U.S. firms try to accomplish through organizatio
n In the successful Japanese company, a common commitment to the long-
run success of the firm binds R&D and marketing employees together. In
terfunctional cooperation is based on this shared commitment, and is r
einforced through participative decision-making job rotation, and the
use of joint reward systems.