Please use this identifier to cite or link to this item: https://doi.org/10.15480/882.88
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DC FieldValueLanguage
dc.contributor.authorHerstatt, Cornelius-
dc.contributor.authorVerworn, Birgit-
dc.contributor.authorNagahira, Akio-
dc.date.accessioned2006-01-26T09:55:19Zde_DE
dc.date.available2006-01-26T09:55:19Zde_DE
dc.date.issued2003de_DE
dc.identifier.urihttp://tubdok.tub.tuhh.de/handle/11420/90-
dc.description.abstractIn this paper, we are going to report on the results of an exploratory piece of research about the typical front-end-related activities in 28 innovation projects carried out by 14 German and 13 Japanese companies to reduce project uncertainty. In all cases we observed a range of activities to reduce project specific risks and revealed differences in the practice of innovation management in both the German and Japanese companies. We interviewed managers of 13 Japanese and 14 German enterprises concerning 14 Japanese and 14 German New Product Development projects. The focus of our research was the so called “fuzzy front end”, activities and typical deliverables in the innovation process which might be affected by front end management practice.<br /> Overall, in the case of the German as well as the Japanese projects, the uncertainties affected by the market or technology could successfully be reduced during the “fuzzy front end” and the majority of projects achieved their objectives and efficiency targets. Nevertheless, our study revealed differences in the way such uncertainties were reduced by the companies in Japan and Germany. Generally speaking, the 14 Japanese projects relied on a thorough planning, delegation of front end activities and strict controlling mechanisms to minimize deviations from front end specifications later in the innovation process and hence, achieved efficiency. In contrast, in the majority of the 14 German projects we could neither observe such a formal planning nor such an intensive controlling procedure supported by methods and tools as in the case of the Japanese projects. Instead, the companies in our German sample integrated relevant functions like R&D, marketing, sales, production or customer service from the beginning of the innovation process, usually already during the idea generation phase, to ensure that all critical information and perspectives were taken into consideration right from the beginning, to reduce uncertainties and later deviations as well as enhancing efficiency. Responsibilities were assigned during the fuzzy front end and rarely changed during the implementation of the project.en
dc.language.isoende_DE
dc.relation.ispartofseriesWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier;18de_DE
dc.rightsinfo:eu-repo/semantics/openAccess-
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectFuzzy front endde_DE
dc.subjectinnovation riskde_DE
dc.subjectuncertaintyde_DE
dc.subjectidea generationde_DE
dc.subjectproject selectionde_DE
dc.subjectproject planningde_DE
dc.subjectJapande_DE
dc.subjectGermany.de_DE
dc.titleReducing project related uncertainty in the fuzzy front end” of innovation – A comparison of German and Japanese product innovation projectsde_DE
dc.typeWorking Paperde_DE
dc.date.updated2006-01-26T10:01:00Zde_DE
dc.identifier.urnurn:nbn:de:gbv:830-opus-1467de_DE
dc.identifier.doi10.15480/882.88-
dc.type.diniworkingPaper-
dc.subject.bcl85.15:Forschung und Entwicklungde
dc.subject.gndProduktinnovationde
dc.subject.gndProduktentwicklungde
dc.subject.gndProduktforschungde
dc.subject.gndOperations Researchde
dc.subject.bclcode85.15-
dc.subject.ddccode330-
dcterms.DCMITypeText-
tuhh.identifier.urnurn:nbn:de:gbv:830-opus-1467de_DE
tuhh.publikation.typworkingPaperde_DE
tuhh.opus.id146de_DE
tuhh.oai.showtruede_DE
dc.identifier.hdl11420/90-
tuhh.abstract.englishIn this paper, we are going to report on the results of an exploratory piece of research about the typical front-end-related activities in 28 innovation projects carried out by 14 German and 13 Japanese companies to reduce project uncertainty. In all cases we observed a range of activities to reduce project specific risks and revealed differences in the practice of innovation management in both the German and Japanese companies. We interviewed managers of 13 Japanese and 14 German enterprises concerning 14 Japanese and 14 German New Product Development projects. The focus of our research was the so called “fuzzy front end”, activities and typical deliverables in the innovation process which might be affected by front end management practice.<br /> Overall, in the case of the German as well as the Japanese projects, the uncertainties affected by the market or technology could successfully be reduced during the “fuzzy front end” and the majority of projects achieved their objectives and efficiency targets. Nevertheless, our study revealed differences in the way such uncertainties were reduced by the companies in Japan and Germany. Generally speaking, the 14 Japanese projects relied on a thorough planning, delegation of front end activities and strict controlling mechanisms to minimize deviations from front end specifications later in the innovation process and hence, achieved efficiency. In contrast, in the majority of the 14 German projects we could neither observe such a formal planning nor such an intensive controlling procedure supported by methods and tools as in the case of the Japanese projects. Instead, the companies in our German sample integrated relevant functions like R&D, marketing, sales, production or customer service from the beginning of the innovation process, usually already during the idea generation phase, to ensure that all critical information and perspectives were taken into consideration right from the beginning, to reduce uncertainties and later deviations as well as enhancing efficiency. Responsibilities were assigned during the fuzzy front end and rarely changed during the implementation of the project.de_DE
tuhh.publication.instituteTechnologie- und Innovationsmanagement W-7de_DE
tuhh.identifier.doi10.15480/882.88-
tuhh.type.opusResearchPaper-
tuhh.institute.germanTechnologie- und Innovationsmanagement W-7de
tuhh.institute.englishTechnology and Innovation Management W-7en
tuhh.institute.id13de_DE
tuhh.type.id17de_DE
tuhh.gvk.hasppnfalse-
tuhh.series.nameWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapierde
dc.type.driverworkingPaper-
dc.identifier.oclc930768056-
dc.type.casraiWorking Paper-
tuhh.relation.ispartofseriesWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier-
tuhh.relation.ispartofseriesnumber18de
item.grantfulltextopen-
item.creatorGNDHerstatt, Cornelius-
item.creatorGNDVerworn, Birgit-
item.creatorGNDNagahira, Akio-
item.openairecristypehttp://purl.org/coar/resource_type/c_8042-
item.fulltextWith Fulltext-
item.tuhhseriesidWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier-
item.openairetypeWorking Paper-
item.creatorOrcidHerstatt, Cornelius-
item.creatorOrcidVerworn, Birgit-
item.creatorOrcidNagahira, Akio-
item.seriesrefWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier;18-
item.languageiso639-1en-
item.cerifentitytypePublications-
crisitem.author.deptTechnologie- und Innovationsmanagement W-7-
crisitem.author.orcid0000-0001-5585-1169-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie-
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