1;Preface and Introduction;6 2;Table of Contents;20 3;List of Contributing Authors;22 4;Part I: Strategic Aspects;25 4.1;Designing the Product Architecture for High Appropriability: The Case of Canon --- Kiyonori Sakakibara and Yoichi Matsumoto;27 4.1.1;The Issue of Appropriability;27 4.1.2;Characteristics of the Business Performance of Canon;28 4.1.3;Cartridge Technology that Sustains Copier's High Profitability;29 4.1.4;Analysis of the Ink Jet Printer Business in Japan;32 4.1.5;Concluding Remarks;47 4.1.6;Appendix 1: The List of Product Specifications;49 4.1.7;Appendix 2: The Icons' List of Exchange Cartridge;50 4.1.8;References;50 4.2;Case Study Shimano: Market Creation Through Component Integration --- Akira Takeishi and Yaichi Aoshima;53 4.2.1;Introduction;53 4.2.2;Outline and History of Shimano Bicycle Component Business;55 4.2.3;Shimano's Position in Bicycle Parts - "The Intel of the Bicycle Industry";56 4.2.4;History;59 4.2.5;History of Product Innovation;60 4.2.6;Shimano's Strategy: Creating Markets Through Component Integration;68 4.2.7;Production Technology and Market Creation;69 4.2.8;Conclusion: Searching for New Growth Opportunities;71 4.3;Invisible Dimensions of Innovation: Strategy for De-commoditization in the Japanese Electronics Industry --- Ken Kusunoki;73 4.3.1;Digitization, Modularization, and Commoditization;73 4.3.2;Visibility of Innovation Dimension and Its Dynamics;75 4.3.3;Limits of Visible Innovations;78 4.3.4;Invisible Innovations: An Alternative Strategy;82 4.3.5;The Visibility Trap;87 4.3.6;Seeing and Showing Invisible Dimensions;90 4.3.7;Conclusions;95 4.4;The Customer System and New Product Development: The Material Supplier's Strategy in Japan --- Junichi Tomita and Takahiro Fujimoto;97 4.4.1;Introduction;97 4.4.2;Customer System;98 4.4.3;Case Study - Development of LUMIFLON at AGC;101 4.4.4;Management of Customer System;105 4.4.5;References;107 5;Part II: Process Aspects;109 5.1;The Japanese Know-Who Based Model of Innovation Management - Reducing Risk at High Speed --- Sigvald J. Harryson;111 5.1.1;From Time-Based Competition to Time-Based Innovation;111 5.1.2;Introducing a Know-Who Based Approach to Networking;114 5.1.3;Canon's Know-Who Based Approach to Commercializing a Disruptive Display Technology;119 5.1.4;Analyzing the Canon Case with Further Illustrations of Know-Who Based K&I Management;128 5.1.5;References;132 5.2;The Domestic Shaping of Japanese Innovations --- Marian Beise;137 5.2.1;Introduction;137 5.2.2;Conclusions;161 5.2.3;References;162 5.3;Exploiting "Interface Capabilities" in Overseas Markets: Lessons from Japanese Mobile Phone Handset Manufacturers in the US --- Masanori Yasumoto and Takahiro Fujimoto;167 5.3.1;Introduction;167 5.3.2;Background;168 5.3.3;Distinction Between Interface Capabilities and Relational Knowledge;169 5.3.4;Overview of Japanese Mobile Phone Manufacturers;172 5.3.5;Handset Development Strategy of Japanese Manufacturers;175 5.3.6;Japanese Mobile Phone Manufacturers in the US;176 5.3.7;Sanyo;178 5.3.8;Discussion;185 5.3.9;Conclusion;186 5.3.10;Acknowledgement;187 5.3.11;References;187 5.4;"Fuzzy Front End" Practices in Innovating Japanese Companies --- Cornelius Herstatt, Birgit Verworn, Christoph Stockstrom, Akio Nagahira, and Osamu Takahashi;191 5.4.1;Introduction;191 5.4.2;Study;191 5.4.3;Results;194 5.4.4;Comparing Successful and Unsuccessful Companies;199 5.4.5;Conclusions;205 5.4.6;References;205 5.5;Implementing Process Innovation - The Case of the Toyota Production System --- René Haak;209 5.5.1;Introduction;209 5.5.2;Technology and Knowledge Transfer;211 5.5.3;The Company: A Whole System;212 5.5.4;Tools for Solving Problems;217 5.5.5;Kaizen - Core of Toyota Production System and Embodiment of Organizational Learning;221 5.5.6;References;222 6;Part III: Organizational Aspects;229 6.1;Reorientation in Product Development for Multiproject Management: The Toyota Case --- Kentaro Nobeoka;231 6.1.1;Introduction;231 6.1.2;Multi-project Management: