| Budget Amount *help |
¥2,100,000 (Direct Cost: ¥2,100,000)
Fiscal Year 2000: ¥900,000 (Direct Cost: ¥900,000)
Fiscal Year 1999: ¥1,200,000 (Direct Cost: ¥1,200,000)
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| Research Abstract |
We conducted this research from three dimensions, namely, trend analysis, fact-finding, and theory construction. First, we executed a trend analysis on the industrial research ＆ development (R&D) outsourcing using mainly "Report on the Survey of Research and Development" published by Management and Coordination Agency. The following results were obtained from the analysis.
1. Corporate R＆D outsourcing must be increasing in the future.
2. Corporate R＆D outsourcing with foreign partners must also be increasing in the future.
3. It is important and urgent to foster talents in charge of R＆D outsourcing.
4. It is necessary to expand R＆D outsourcing with partners of domestic universities.
5. Corporate R＆D outsourcing must be upgraded and diversified in the future.
Secondly in the case ef fect-finding, the following results were obtained after investigating several typical enterprises ;
1. Management strategy and technology strategy are not well clarified and fused together in some enterprises. In t
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hose strategies position of R＆D outsourcing is vague.
2. We can find several sprouts of R＆D outsourcing using the network actively. For instance, the network is used for managing R＆D process.
3. Some up-to-date enterprises began to execute open source positively. Most of them are foreign-affiliated and high-tech ones.
4. PlayStation2, one of objects of our case study is a typical R＆D outsourcing. We could gain many clue of theorizing R＆D outsourcing from this case study.
5. Generally, R＆D outsourcing in Japan is located at a sprout phase.
In the theory construction, the following results were gained based on the trend analysis, fact-findings, and existing theories.
1. We clarified the validity of the "make ＆ buy" theory, which exceeds an existing "make or buy" theory.
2. The "transaction cost" theory does not seem practical though is effective as the theory.
3. Generally, R＆D integrator of R＆D outsourcing does not use existing modules and their loose couplings, but develops originally appropriate modules and their loose coupling for R＆D outsourcing.
4. R＆D outsourcing strategy must be a part of R＆D strategy. Based on this fact, the strategic theory on R＆D outsourcing must be developed.
5. Timing is the most important matter in the strategy. Theory construction by which timing is the main factor seems necessary. Less
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