This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing compara...This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries＇ successful periods as comparison samples for the study of this issue. The 1980s are considered to be ＂golden age＂ of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling （SEM） technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.展开更多
文摘This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries＇ successful periods as comparison samples for the study of this issue. The 1980s are considered to be ＂golden age＂ of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling （SEM） technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.
