The Journal of Science Policy and Research Management

Do they have their own specialties?

Hiroshi KIDA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 146-147
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_146

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One of the most important political issue today is the administration reform. Recent reports have revealed moral delinquency spread in government and local authorities as well as in bands and enterprises traditionally associated with high level of discipline. Such widespread phenomena of morale slackening must have a variety of causes, which can be remedied not by institutional reform but by straightening the mental attitude of officials and managers. The author believes that a good remedy id for everyone to have his/her own specialty. This is shown to him as a young government official in 1952 by Teiyu Amano, the then-Minister of Education. Governmental officials today seem to go through too many posts in a relatively short period, which does not allow them to establish themselves as specialists through a long career. If such a form of personnel management is inevitable for equitable treatment, they could foster their integrity through off-the-job studies, volunteerism, or even hobbies.

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Service Industries vs. Knowledge Industries

Toshifumi YADA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 148-154
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_148

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Recent sophistication of industrial structure has often been characterized by the "service industry" gaining more importance; however, this is not an adequate term, because it means nothing but an industry that does not produce goods. It should rather be subdivided in terms of processes and products to provide and acceptable concept for description of the modern innovation. Transportation that simply moves goods and people, and wholesale, retail and real estate businesses that combine products with consumers, form an auxiliary sector for productions, and are not characteristic of the service-oriented society. The service industry in a narrower sense excluding them are further divided into the service industry which directly affects people as service consumers and the knowledge industry which produces knowledge from knowledge. The growth of the former is led by demand increased by higher income and lower labor productivity rather than by innovative technologies. It is the latter, including R&D and software industry, which promotes modern development of industrial structure, based on microelectronics and other innovations. It will be useful to conceive a knowledge industry in a wider sense that include communication that transports knowledge and publishing which produces knowledge-based products.

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Statistical Data on Innovation in Service Industry : Problems on International Standardization

Akiya NAGATA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 155-161
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_155

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International standardization of statistics on science and technology in service industries has a number of unresolved problems. Data on the service industries are not well represented in the large, long-term R&D data complied in advanced countries; statistical surveys have just started for collecting comprehensive data on innovations. Practical experiences have led to improvements of the measures for international standardization of statistics on innovation, as defined in OECD's "Oslo Manual", but such improvements are still unsatisfactory as far as applications on the service industries are concerned. The present report examines issues on the definition of innovations and on the measurement of input to the innovation and their economic impacts.

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Next-Generation Distribution System Based on CALS As Surpassing Distribution Revolution Theory from 1960s

Tamotsu HARADA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 162-168
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_162

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Facing the 21st century, the Japanese distribution sector needs urgently to establish a next-generation distribution system which would replace the traditional "distribution revolution" theory formed in 1960s. The new theory requires a paradigm shift from the pursuit of scale merits based on the supply chain to that of "network productivity" based on consumer support activities. This shift will specifically appear as an evolutive series from interactive/direct systems to agent networks to "prosumer" networks. These develop-ments derive from the personal marketing which expects "customer readiness" on the part of sellers, and are supported by advanced information technology. The author proposes the introductions of CALS in the building of the novel distribution system.

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Innovations in Financial Industry

Keishi SHINBO

Article type: Article
1997 Volume 11 Issue 3_4 Pages 169-173
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_169

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Swaps, options and other "derivatives" represent innovations in the financial sector. Interest and exchange rates are dealt in these forms of financing: the interest rate swap decreases financing costs by swapping a long-term fixed interest rate and a floating rate; the currency option hedges risk of exchange rate floating. Adequate programs are needed for management of risks including those of variations in interest and exchange rates, since the derivatives do not eliminate risks although they do reduce them for individual market players through a sophisticated mathematical/statistical theory.

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Innovations in Amusement Industry

Tohru IWATANI

Article type: Article
1997 Volume 11 Issue 3_4 Pages 174-178
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_174

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Amusement facilities as ex expressions of world views are examined in terms of history and technical innovations. Effects of novel concepts such as virtual reality and artificial amusements are discussed as well as the future developments of interactive games.

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Innovations in Healthcare Services

Koji MOROOKA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 179-183
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_179

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Healthcare services share a number of features of the tertiary (service) industry. The Japanese tertiary industry employs more than twice as many workers as the secondary industry, thus accounting for more than 60% of total workforce. However, the productivity of the tertiary industry has remained very low, in a sharp contrast with that of the secondary industry that is nearly the highest in the world. The Japanese healthcare services have many problems, e.g. a fast-growing medical costs beyond 27 billion yen (7% of the GNP), or manpower shortage in hospitals as shown by the number of amesthesiologists of 3 for 100,000 people (in contrast to 9 in the U.S.)A radical reform of hospital systems is needed for high-quality healthcare services. Effectiveness of management techniques practised in the secondary industry, including quality control and process performance analysis, is exemplified by a pharmacy with an automatic dispensing system that minimizes the risk of drug interactions in-duced by overdose, and a conveyor-based operation system in a Moscow hospital. New medical services are mentioned such as treatment of dementia, neuroimmunology, and homeopathy. Experimental information systems based on multimedia or satellite communication proliferate, but not a single comprehensive interhospital network has been implemented in Japan.

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[title in Japanese]

Article type: Bibliography
1997 Volume 11 Issue 3_4 Pages 185-188
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_185

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Management System of the Improvement of Productivity of National R&D Program

Hwang-Hee Cho, Ji-Soo Kim, Tu-Hwan Kim

Article type: Article
1997 Volume 11 Issue 3_4 Pages 189-196
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_189

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The task for the Korean governmental R&D projects lies in including workable results effectively and promoting their transfer to the industrial sector for commercialization. The present paper proposes a strategic R&D manage-ment system for governmental projects that will help achieve this purpose. The strategic R&D management system is to manage the life cycle of researchers, and is designed to give incentives to researchers. In fact, the researchers are at the core of the system. One of its two subsystems accommodates the cultural gap between researchers and enterprises, while the other provides strategic planning and control which assume direct participation o enterprises. The subsystems present such concepts as R&D information market, information brokers, privi-ledged research groups, strategic partnering of researchers with enterprises or industries, patents as an evaluation tool, researcher management through expenditure as R&D costs (as opposed to grants), and profits as an incentive. Those concepts are important elements in achieving the national strategic goals.

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Methodology for Identifying Emerging Technologies : Recent Experiences from Germany

Kerstin Cuhls, Hariolf Grupp, Sibylle Breiner

Article type: Article
1997 Volume 11 Issue 3_4 Pages 197-212
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_197

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On the Contribution of Research and Development Activities to the Output of an Industrial Corporation : Part 7 : Typical Budgeting Styles of Human and Material Costs in Response to External Situations

Kazuhiko NINOMIYA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 213-221
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_213

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Five typical response styles of industrial corporations to external situation are identified in terms of budgeting of human and material costs: the standard, sales-oriented, hyper-sales-oriented, profit-oriented, and super-profit-oriented styles, the standard style being defined as maximizing profit by making the expenses equal to those for the maximum pre-tax-profit. The other styles are characterized by simulation based on comparisons of their actual expenses with those of the standard style. for each style, model calculations can be used to estimate the dependence of unit selling price for the maximum pretax upon the difference be-tween the expenses and those of the standard style. The standard style are demonstrated to correspond to the highest managerial efficiency, and that it is identical to the budgeting style in R&D-led management as reported previously.

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Proposal of an R&D Management Methodology

Takuro MUNEZAWA

Article type: Article
1997 Volume 11 Issue 3_4 Pages 222-236
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_222

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To verify the R&D portfolio management (R&DPM) proposed previously and to find a more practical version of the theory, a survey on 392 leading Japanese manufacturing companies was conducted. A model and hypotheses on R&D management were used to prepare the questions. Based on the answers from 126 companies, 263 examples of the R&D management processes in successful R&D programs were collected and subjected to factual and covariance analyses using the SAS software package for statistical analysis. Study showed that the processes can be represented by the PLS model, and verified the hypotheses satisfactorily. High correlations between theoretical evaluation of strategy and actual sales indicated that the R&DPM is an effective method of management.

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[title in Japanese]

[in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 237-238
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_237

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[title in Japanese]

[in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 239-240
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_239

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[title in Japanese]

[in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 240-242
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_240

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[in Japanese]

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[title in Japanese]

[in Japanese], [in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 242-247
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_242

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[title in Japanese]

[in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 247-250
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_247

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[title in Japanese]

[in Japanese]

Article type: Article
1997 Volume 11 Issue 3_4 Pages 250-252
Published: December 25, 1997
Released on J-STAGE: December 29, 2017

DOIhttps://doi.org/10.20801/jsrpim.11.3_4_250

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