Abstract
Many Japanese companies performed new technology development positively and created the business domain with new technologies. In those technology-oriented companies, we can often find that a person from superior engineer becomes a top-manager/middle-manager to lead new business development. In real business, there may be implicit agreement that superior engineers are suitable for technology management, a new business development based on technologies. In fact, they have complexity, difficulty, equivocality on technology evaluation. so it seems that managers are needed to have technological knowledge and skill as professionals. However, superior engineers are not always good business leaders, because leaders are required to have business management skills.So, we’d like to discuss about form of T-Shaped Skill(Iansiti,1993) and the balance of exploration and exploitation(March,1991) on the ability of the individual level. In this study, we’ve focused that non-engineer leader (who has only breadth knowledge ). Non-engineer leader succeeded in new business development, because of three reasons.First, The Non-engineer leader explored the examination of the business domain and academia-industry cooperation in the activity. The Leader accessed outside positively, and transfered new information into his organization. Second, The Leader encouraged cooperation with external expert and outsourcing, and organized a team for managing the technology exploitation process. Third, The Leader integrated the technology development and market.
