"R&D Performance and Gatekeepers" (in Japanese)
AbstractThere is a difference between Japanese pharmaceutical companies and Merck in the research and development style. The difference between both can be simplified down to the existence of the gatekeeper managers. The innovation research was based on the implicit premise that the gatekeeper had some merit. Then it was not clarified how the organizational performance changed when the gatekeeper existed. As a result of our agent-based simulation, it is proven that gatekeeper managers observed in Merck contribute to the start-up speed of the projects and the idea quantity. In the actual research and development process, the phenomena linked with our simulation results are observed. From this new viewpoint, we try to analyze the case of Merck whether the start-up speed becomes the competitive advantage in research and development or not.
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Bibliographic InfoPaper provided by CIRJE, Faculty of Economics, University of Tokyo in its series CIRJE J-Series with number CIRJE-J-67.
Length: 23 pages
Date of creation: Feb 2002
Date of revision:
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This paper has been announced in the following NEP Reports:
- NEP-ALL-2004-02-10 (All new papers)
- NEP-INO-2002-02-15 (Innovation)
- NEP-PKE-2002-02-15 (Post Keynesian Economics)
- NEP-SEA-2002-02-10 (South East Asia)
- NEP-TID-2002-02-15 (Technology & Industrial Dynamics)
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