Abstract
The current literature on Japanese product development strategies is reviewed. Several propositions about how Japanese firms might be implementing these strategies differently than US firms are developed. A detailed case study of Mitsubishi's Semiconductor Equipment Department, published material on Japanese and US product development methods and organization structure, a second case study of Yokogawa Electric, and the author's experience as an internal consultant for a larger US manufacturing firm are used to develop these propositions. It is suggested that Japanese firms are implementing these strategies using a unique combination of organic and mechanistic mechanisms. Japanese organizational characteristics, such as open offices, product-oriented organizations, and decentralized decision making, suggest a more organic method of implementation while characteristics such as high levels of formalization, detailed schedules, and elaborate temporal and spatial office structures suggest a more mechanistic method of implementation than are used by US firms. >
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