著者

石井 真一

出版者

日本経営学会

雑誌

經營學論集 第89集 日本的経営の現在─日本的経営の何を残し,何を変えるか─ (ISSN:24322237)

巻号頁・発行日

pp.F36-1-F36-2, 2019 (Released:2019-09-26)

著者

石井 真一

出版者

日本経営学会

雑誌

日本経営学会誌 (ISSN:18820271)

巻号頁・発行日

vol.38, pp.64-75, 2017 (Released:2019-09-03)

参考文献数

36

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Research and development (R&D) internationalization, which generally follows sales and production internationalization, is critical for the innovation and the knowledge creation of multi-national enterprises (MNEs). However, the localization of R&D, especially new product development (NPD), at foreign subsidiaries has not been sufficiently analyzed. Previous research of NPD management suggested that Japanese automobile assemblers' NPD capability is characterized as an interdependency among varieties of tasks supported by careful integration and coordination. It is also suggested that since such NPD capability is based on Japanese culture and the country's social system, it is difficult to transfer to foreign countries. Our research addresses the following question: How did Japanese automobile assemblers transfer their NPD capability to foreign subsidiaries? We analyzed NPD projects at Toyota's R&D center in the U.S. and focused on the localization of NPD tasks and human resource management (HRM), such as recruiting and promoting local employees. Our first finding is that the localization of NPD tasks and HRM has progressed gradually in a long-term (15-20 years) period. Within that process, core project members shifted from dispatched Japanese expatriates in the early stage to American engineers as they accumulated NPD experience in the later stage. This implies that expatriate engineers play the main role of NPD activities and that HRM localization is initially difficult at foreign R&D subsidiaries. Second, various international collaborations and complicated coordination between the R&D center in the U.S. and its R&D headquarter in Japan were arranged and apparently brought in American engineers with affluent opportunities to learn the NPD capability. Third, the localization of NPD tasks and HRM localization progressed cautiously by confirming development quality. This observation implies that securing development quality is a condition of localizing R&D tasks and HRM at foreign subsidiaries that has generally been overlooked in previous research.

著者

石井 真一 ジョン フランソワ ヘナート

出版者

大阪市立大学経営学会

雑誌

経営研究 (ISSN:04515986)

巻号頁・発行日

vol.59, no.4, pp.205-217, 2009-02

著者

石井 真一 ジョンフランソワ・ヘナート

出版者

大阪市立大学

雑誌

經營研究 (ISSN:04515986)

巻号頁・発行日

vol.56, no.4, pp.215-226, 2006-02

著者

石井 真一 ヘナート ジョン・フランソワ

出版者

大阪市立大学

雑誌

經營研究 (ISSN:04515986)

巻号頁・発行日

vol.60, no.4, pp.131-150, 2010-02