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Two Dysfunctions in High-Tech R&D
http://hdl.handle.net/10487/9367
http://hdl.handle.net/10487/93675be97bd4-0764-4b0a-9cfe-efb2d2a6f467
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
45(1)-1.pdf (842.9 kB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
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| 公開日 | 2011-12-16 | |||||
| タイトル | ||||||
| タイトル | Two Dysfunctions in High-Tech R&D | |||||
| 言語 | ||||||
| 言語 | eng | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| 著者 |
Oyama, Kazunobu
× Oyama, Kazunobu× 小山, 和伸 |
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| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | In this paper, I will discuss about the organisational problems in the field of research and development of high technology in a firm. In particular, two dysfunctional phenomena are very important because they pose peculiar problems in R&D activities. The first problem is Reverse Hierarchy wherein the scientific knowledge hierarchy expands in direction that is reverse to that of the power hierarchy. In high-tech industries, the forefront knowledge is centralised to young scientists who hold little power with regard to investment decision-making. On the contrary, top managers of the firm who are located at the top of the power hierarchy usually cannot comprehend forefront scientific knowledge. The second problem is the Paradox of Conservatism by Innovation, which means that successful technological innovation cases the members of the firm to resist further innovation involving radical change in the fundamental structure of core technology. In other words, members of the organisation are inclined to make only a small improvement in technological innovation. Greater the success, the stronger or longer is the conservatism. A method to resolve the first problem is to designate senior scientists for positions in the top management. As they are more familiar with science than the business managers are, they can understand forefront scientific knowledge to a certain extent. However, they are inclined to be attached to past innovation that was devised by them. Thus, the second problem arises from the solution for the first problem. I investigate how to resolve these problems through Japanese case studies. Japanese companies try to resolve the first problem of Reverse Hierarchy by two major methods. The first one is to expand the discretion of scientists. The second method involves utilizing middle managers as mediators between the top business managers and the young scientists. The second problem of the Paradox of Conservatism by Innovation can be resolved by a method of organization development that involves educating the company members about the nature of technological change in the modern innovation era. | |||||
| 内容記述 | ||||||
| 内容記述タイプ | Other | |||||
| 内容記述 | 論説 | |||||
| 書誌情報 |
商経論叢 巻 45, 号 1, p. 01-10, 発行日 2009-10-01 |
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| ISSN | ||||||
| 収録物識別子タイプ | ISSN | |||||
| 収録物識別子 | 0286-8342 | |||||
| 書誌レコードID | ||||||
| 収録物識別子タイプ | NCID | |||||
| 収録物識別子 | AN00114696 | |||||
| 著者版フラグ | ||||||
| 出版タイプ | VoR | |||||
| 出版タイプResource | http://purl.org/coar/version/c_970fb48d4fbd8a85 | |||||
| 出版者 | ||||||
| 出版者 | 神奈川大学経済学会 | |||||
| 資源タイプ | ||||||
| 内容記述タイプ | Other | |||||
| 内容記述 | Article | |||||
