The R&D–Marketing Interface in Japanese High‐Technology Firms

Abstract

Gupta, Raj and Wilemon [11,12] have examined the R&D–marketing interface in US high‐technology firms. X. Michael Song and Mark E. Parry explore the generalizability of those findings to Japanese high‐tech firms, specifically, comparing the perceptions of 223 Japanese R&D and marketing managers regarding activities that require R&D–marketing integration, the level of achieved integration in Japanese firms and the types of integration related to variations in new product success rates. Their analyses reveal a number of consistencies between the perceptions of US and Japanese managers.