文档介绍：How R&D is coordinated in Japanese
and European multinationals
Guido Reger
Fraunhofer Institute for Systems and Innovation Research (ISI), Breslauer Str. 48, D-76139 Karlsruhe, Germany,
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What are the suitable forms and mechanisms for the coordination of international R&D and innovation
processes in multinational corporations? This paper sets out to answer this question by exploratory
research and interviews in 18 European and panies. As a conceptual background, four
different categories of coordination mechanisms are generated (`structural', `hybrid', `informal' and
`internal markets'). The empirical results show that panies make intensive use of personal
contacts, munication and socialisation whereas European enterprises rely more on internal
markets in R&D.
1. Introduction (3) foreign R&D units entrusted with various tasks.
This differentiation and specialisation requires coordi-
oordination plays a large part in most approaches nation in horizontal, vertical and lateral dimensions, in
C anisational theory as plement to order to achieve the R&D targets and creates a need
differentiation (cf. for instance Pugh et al., 1968; for appropriate coordination mechanisms.
Lawrence and Lorsch, 1969; Lehmann, 1969; Bleicher, Coordination of the R&D activities of internation-
1979 and 1991; Hoffmann, 1980; Grochla, 1982; Hill et ally active enterprises is here understood to include, in
al., 1989; and Kieser and Kubicek, 1992). Essentially, a broad sense, not only interactive coordination
the two fundamental and contrasting aspects of the processes but also the integration and control of
differentiation of work into various tasks, and the international R&D activities. This task is of central
coordination of these tasks, can be regarded as importance for the management firms operating R&D
frameworks for mission fulfilment in anised units in several different countries, when specific
human activity. Accordingly, the structure of an d