Paper info: Ambiguous problem-solving in the product development process: Japanese practices
Ambiguous problem-solving in the product development process: Japanese practices
Kenichi Hosoi, Masaaki Takemura, Yi-jen Wang and Yoritoshi Hara
Place of Publication
The paper was published at the 24th IMP-conference in Uppsala, Sweden in 2008.
In our observations, some Japanese companies tend to ask their suppliers to become involved in their procurement of materials and/or joint product development projects, with undefined requests as proposals. We tried to comprehend this curious phenomenon by developing a unique analytical framework. We use the "Hiding hand effect" concept to explain how the development project can be launched, and the "linguistic communication model" to solve why projects can take place in such an ambiguous atmosphere. Through our case study, we will try to show that this framework might be appropriate to analyze decision-making under an ambiguous atmosphere.