Please use this identifier to cite or link to this item: https://doi.org/10.15480/882.89
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DC FieldValueLanguage
dc.contributor.authorHerstatt, Cornelius-
dc.contributor.authorVerworn, Birgit-
dc.contributor.authorNagahira, Akio-
dc.date.accessioned2006-01-26T10:11:47Zde_DE
dc.date.available2006-01-26T10:11:47Zde_DE
dc.date.issued2002de_DE
dc.identifier.urihttp://tubdok.tub.tuhh.de/handle/11420/91-
dc.description.abstractIn this paper, we report the complete and unabridged results of an exploratory study of typical front-end activities in 28 innovation projects in German and Japanese companies. We further reveal differences in the practice of innovation management in both countries. Based on these, we develop first evidence for effects of front end management practices on project execution and project outcomes. For this purpose, we interviewed managers of 13 Japanese and 14 German enterprises concerning 14 Japanese and 14 German new product development projects. The focus of the interviews was the so-called “fuzzy front end” and activities or deliverables later in the process which might be affected by front end management practice. Overall, most projects achieved their objectives with varying efficiency, which is therefore the focus of our analysis. Our study reveals similarities as well as distinctive differences between the projects studied in Japan and Germany. In sum, the 14 Japanese projects relied on a thorough planning and strict controlling to minimize deviations from front end specifications and enhance efficiency. The majority of the 14 German projects did not have a formal planning and controlling process supported by methods and tools like the Japanese projects. Instead, they integrated all relevant functions early in the process, partly already during idea generation, to ensure that all information and points of view were taken into consideration right from the start to reduce later deviations and enhance efficiency. Responsibilities were assigned during the front end and rarely changed during project execution. In addition, during the front end of the German and Japanese projects, market and technical uncertainty were strongly reduced prior to development to avoid later deviations and secure efficiency targets.en
dc.language.isoende_DE
dc.relation.ispartofseriesWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier;16de_DE
dc.rightsinfo:eu-repo/semantics/openAccess-
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectFuzzy front endde_DE
dc.subjectidea generationde_DE
dc.subjectproject selectionde_DE
dc.subjectproject planningde_DE
dc.subjectJapande_DE
dc.subjectGermanyde_DE
dc.titleThe “fuzzy front end” of product development: an exploratory study of German and Japanese innovation projectsde_DE
dc.typeWorking Paperde_DE
dc.date.updated2006-01-26T10:11:48Zde_DE
dc.identifier.urnurn:nbn:de:gbv:830-opus-1471de_DE
dc.identifier.doi10.15480/882.89-
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-1471de_DE
tuhh.publikation.typworkingPaperde_DE
tuhh.opus.id147de_DE
tuhh.oai.showtruede_DE
dc.identifier.hdl11420/91-
tuhh.abstract.englishIn this paper, we report the complete and unabridged results of an exploratory study of typical front-end activities in 28 innovation projects in German and Japanese companies. We further reveal differences in the practice of innovation management in both countries. Based on these, we develop first evidence for effects of front end management practices on project execution and project outcomes. For this purpose, we interviewed managers of 13 Japanese and 14 German enterprises concerning 14 Japanese and 14 German new product development projects. The focus of the interviews was the so-called “fuzzy front end” and activities or deliverables later in the process which might be affected by front end management practice. Overall, most projects achieved their objectives with varying efficiency, which is therefore the focus of our analysis. Our study reveals similarities as well as distinctive differences between the projects studied in Japan and Germany. In sum, the 14 Japanese projects relied on a thorough planning and strict controlling to minimize deviations from front end specifications and enhance efficiency. The majority of the 14 German projects did not have a formal planning and controlling process supported by methods and tools like the Japanese projects. Instead, they integrated all relevant functions early in the process, partly already during idea generation, to ensure that all information and points of view were taken into consideration right from the start to reduce later deviations and enhance efficiency. Responsibilities were assigned during the front end and rarely changed during project execution. In addition, during the front end of the German and Japanese projects, market and technical uncertainty were strongly reduced prior to development to avoid later deviations and secure efficiency targets.de_DE
tuhh.publication.instituteTechnologie- und Innovationsmanagement W-7de_DE
tuhh.identifier.doi10.15480/882.89-
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.oclc930768013-
dc.type.casraiWorking Paper-
tuhh.relation.ispartofseriesWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier-
tuhh.relation.ispartofseriesnumber16de
item.creatorGNDHerstatt, Cornelius-
item.creatorGNDVerworn, Birgit-
item.creatorGNDNagahira, Akio-
item.grantfulltextopen-
item.languageiso639-1en-
item.cerifentitytypePublications-
item.openairetypeWorking Paper-
item.tuhhseriesidWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier-
item.creatorOrcidHerstatt, Cornelius-
item.creatorOrcidVerworn, Birgit-
item.creatorOrcidNagahira, Akio-
item.seriesrefWorking paper // Technologie- und Innovationsmanagement, Technische Universität Hamburg-Harburg = Arbeitspapier;16-
item.fulltextWith Fulltext-
item.mappedtypeWorking Paper-
item.openairecristypehttp://purl.org/coar/resource_type/c_8042-
crisitem.author.deptTechnologie- und Innovationsmanagement W-7-
crisitem.author.deptTechnologie- und Innovationsmanagement W-7-
crisitem.author.orcid0000-0001-5585-1169-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie-
crisitem.author.parentorgStudiendekanat Management-Wissenschaften und Technologie-
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