The Importance of Technology Integration Capabilities: evaluating the impact on 3D technologies on product development performance in Japan and China

Yoko Takeda: Yaichi Aoshima: Kentaro Nobeoka
『Int. J. Product Development』 Vol.16 No.1 26-44 （2012）

New multi-functional technologies often require technology integration capabilities that integrate new technologies into their organizational processes and introduce internal changes to ensure an effective fit with the new technology. This paper endeavours to examine the impact of 3D technologies such as 3D CAD on product development p…

Technology that Produces Sustainable Competitiveness: A Comparison of Innovative Technologies and Accumulated-knowledge Technologies

Nobeoka, Kentaro
WP#10-04 Hitotsubashi University IIR （2010/08/18）

Approaches that serve as a source of technology that produces sustainable competitiveness can be classified into two types: the acquisition of patents based on innovative technology (innovative technologies), and accumulation of knowledge over many years in specific technical fields (accumulated-knowledge technologies). This paper comp…

Capabilities of Technology Utilization and Technology Integration: Impact of 3D Technologies on Product Development Process and Performance in Japan and China

Takeda, Yoko:Yaichi Aoshima:Kentaro Nobeoka
WP#10-02 Hitotsubashi University IIR （2010/06/17）

Multi-functional technologies widely influence on organization and often require organizational technology integration capabilities to achieve the total effectiveness. Technology integration capability here implies not only utilizing technologies in the present setting of organizational environment but also reforming organizational pro…

Value Creation and Value Capture at Manufacturing Firms: Importance of Non-functional Value

Nobeoka, Kentaro
WP#10-01 Hitotsubashi University IIR （2010/04）

Most large Japanese manufacturers are good at creating value utilizing their engineering capabilities but poor at capturing value in terms of creating profit and added value. This paper discusses conditions to capture value, after explaining a distinction between value creation and value capture. In order to capture value, manufacturer…

Diffusion of 3D-CAD and Its Impact on Product Development Processes: A comparison Between Japanese and Chinese Companies

Aoshima,Yaichi:Yoko Takeda:Kentaro Nobeoka:Shiguo Li
WP#05-23 Hitotsubashi University IIR （2005/10/14）

Reorientation in Product Development for Multi-project Management: The Toyota Case

Nobeoka, Kentaro, Herstatt, Cornelius:Christoph Stockstrom:Hugo Tschirky:Akio Nagahira（編）『Management of Technology and Innovation in Japan』 pp. 207-234
Springer Verlag（2005/10）

The Influence of Customer Scope on Supplier Learning and Performance in the Japanese Automobile Industry

Nobeoka, Kentaro:Jeffery Dyer:Anoop Madhok
『Journal of International Business Studies』 Vol. 33 No. 4 pp. 717-736 （2002/12）

The Influence of New 3-D CAD Systems on Knowledge Creation in Product Development

Nobeoka, Kentaro:Yasunori Baba, Nonaka, Ikujiro:Toshihiro Nishiguchi（編）『Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation』 pp. 55-75
Oxford University Press（2001/08）

Creating and Managing High Performance Knowledge-sharing Network: The Toyota Case

Dyer, Jeffery:Kentaro Nobeoka
『Strategic Management Journal』 Vol. 21 No. 3 pp. 345-367 （2000/03）

Thinking Beyond Lean: How Multi-project Management is Transforming Product Development at Toyota and Other Companies

Cusumano, Michael:Kentaro Nobeoka
NY: Free Press/Simon & Schuster（1998/09）

Organizational Coordination for Project Interdependency in New Product Development

Nobeoka, Kentaro
『Kobe Economic and Business Review』 (42nd Annual Report, RIEB, Kobe University) pp. 97-115 （1998/03）

Towards Knowledge-based Product Development: the 3-D CAD Model of Knowledge Creation

Baba, Yasunori:Kentaro Nobeoka
『Research Policy』 Vol. 26 No. 6 pp. 643-659 （1998/02）

Multi-project Strategy and Sales Growth: The Benefits of Rapid Design Transfer in New Product Development

Nobeoka, Kentaro:Michael Cusumano
『Strategic Management Journal』 Vol. 18 No. 3 pp. 169-186 （1997/10）

Alternative Component Sourcing Strategies within the Manufacturer-supplier Network: Benefits of Quasi-market Strategy in the Japanese Automobile Industry

Nobeoka, Kentaro
『Kobe Economic and Business Review』 (41st Annual Report, REAB, Kobe University) pp. 69-99 （1997/03）

Reorganizing for Multi-project Management: Toyota’s New Structure of Product Development Centers

Nobeoka, Kentaro
『Kobe Economic and Business Review』 (40th Annual Report, RIEB, Kobe University) pp. 89-128 （1996/03）

Strategy, Structure and Performance in Product Development: Observations from the Auto Industry

Cusumano, Michael:Kentaro Nobeoka, Toshihiro Nishiguchi（編）『Managing Product Development』 pp. 75-120
Oxford University Press（1996）

Multi-project Strategy, Design Transfer, and Project Performance: A Survey of Automobile Development Projects in the U.S. and Japan

Nobeoka, Kentaro:Michael Cusumano
『IEEE Transactions on Engineering Management』 Vol. 42 No. 4 pp. 397-409 （1995/11）

Inter-project Learning in New Product Development

Nobeoka, Kentaro
『Academy of Management Best Papers Proceedings』 pp. 432-436 （1995/08）

The Influence of Product Development Strategy on Inter-project Learning

Nobeoka, Kentaro
『Kobe Economic and Business Review』 (39th Annual Report, RIEB, Kobe University) pp. 87-109 （1995/04）

Strategy, Structure and Performance in Product Development: Observations from the Auto Industry

Cusumano, Michael:Kentaro Nobeoka
『Research Policy』 Vol. 21 No. 3 pp. 265-293 （1992/06）