@article{oai:chuo-u.repo.nii.ac.jp:00016117,
 author = {羽田, 尚子 and 小野, 有人},
 issue = {39},
 journal = {企業研究},
 month = {Aug},
 note = {application/pdf, This study examines the relationship between a firm’s research and development management practices and innovation output using a unique firm survey microdata in Japan. We build our empirical hypotheses based on Manso’s (2011) innovation model that incorporates the characteristics for R&D, such as high risk of failure, unpredictability and unforeseen contingencies. Manso (2011) shows that the optimal innovation-motivating incentive scheme exhibits substantial tolerance for early failure and reward for long-term success. Although several empirical studies have found supporting evidence for Manso’s claim, only a few studies have systematically investigated his insights in the context of a firm’s organizational and human resource management practices. We conducted simple statistical analyses to investigate the types of management practices associated with explorative innovations. Our main findings are as follows. First, for firms that implemented staged project management, interim feedback from external experts and non-R&D departments is positively associated with the likelihood of explorative innovations. We also find the tendency for firms that have achieved explorative innovations to disregard intermediate goals (“milestones”) at initial stages, when judging whether to terminate the project. Second, firms that choose “creativity” and “market impact” as the words describing their corporate culture are more likely to realize explorative innovations. These results are consistent with the theoretical predictions of Manso (2011).},
 pages = {117--141},
 title = {イノベーションに有効な組織マネジメント : プロジェクト管理方法・企業文化の観点から},
 year = {2021},
 yomi = {ハネダ, ショウコ and オノ, アリト}
}