International communication is supported by steady efforts of students of languages. It was a good news that Dr. Makoto Nagao was awarded with STFJ's Japan Prize 2005 for his contribution to machine translation, an important tool for overcoming the language barrier. While being already commercialized in some fields such as translation of scientific and technological documents, the technology needs further development for more general applications, and will never be almighty. Yet machine translation is expected to help not only international communication but also our understanding of language.

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This paper introduces the objectives and activities of the Science, Technology and Innovation Policy Group (STIPG), which is a division composed of 124 registered members in the JSSPRM. The domain of the STIPG includes the science, technology and innovation (STI) policies in Japan as well as those in foreign countries that could be of interest in terms of the comparative studies. The STIPG was established in 1986 just after the foundation of the society and was reorganized into the current direction in 1999. Since then, two series of research meetings have been held: a "key person series" consisting of the meetings where principal officials in the STI policy formation and execution institutions are invited to speak and a "watcher network series" consisting of the meetings that aim at networking of the investigators on the STI policies and systems of the foreign countries in our STI community. In the current situation, such as the segmentation of the policy businesses and the specialization of the research topics, it is important to communicate between the policy makers and the researchers beyond their routine businesses and to have a comprehensive view on the STI system. Also, it is critical to be well informed even about the natures and characteristics of the foreign countries and regions in order to have a proper understanding of those STI systems and to implement them into the Japanese systems. To fulfill those functions, the STIPG intends to be a common place for sharing information on the STI policy systems and state of affairs and the emerging and probable issues in the STI policy community. In the knowledge-based society, the STIPG is also expected to form still a "place of circulating and interacting profound and logical knowledge on theories and practices" on the STI policies in future. Finally, some proposals on the division system of the society are also raised.

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The purpose of the International Issues Group, established in 1986, is to discuss issues in the science and technology (S&T) policy of Japan in the increasingly global S&T environment with experts both in Japan and from abroad. The Group organizes monthly Evening Forum since 1999. The basic scope of the Group is review and comparison of S&T policies and management of technology (MOT) in different countries. Specific topics discussed hitherto include: (1) future of Japan's S&T against the background of S&T policies in Europe, America and Asia (in the 1980s), (2) proposed prescriptions for reactivation of the Japanese economy after the "bubble economy" period, taking the U.S. surpassing Japan again into account (in the 1990s), and (3) prospect of contribution to the reactivation of global economy in an information age in terms of interactive progress of innovation and institutional systems (in the early 2000s). It is recognized that the Japanese MOT system has been transformed to a new form by accumulated efforts of both public and private sectors during the "lost decade" of the 1990s. The new form is not an easygoing copy of the Western system, but should be directed to a new fusion of the East and the West based on insight into the strength and weakness of the systems existing in Japan. The Group will continue to commit itself to the academic responsibility of our time in and outside Japan on this basis.

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The Human Resources Group has been active since the foundation of JSSPRM in response to the importance of human resources in corporate activities, particularly in R&D. The basic form of our activity is lectures by experts in the human resources issue, followed by discussion sessions. All participants are required to make self-introduction before the session. Usually the lecturer is invited to a party after the formal session, where discussion is continued in a more relaxed atmosphere. Self-introduction is effective for better communication among the participants and enlivening discussion, thus making the session something more than a mere one-way lecture. Lecturers are so chosen as to represent a variety of backgrounds; so far they included, for example, personnel officers from big businesses, SME executives, and academic researchers specialized in human resources development.

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Evaluation of research in Japan for each of the first half and the second half of the 1990s and the beginning of the 2000s is surveyed through the activity of the research evaluation study group. Evaluation of research in universities, design of evaluation of research in the transition processes of the national research institutes into the independent research agencies, evaluation of research in the Japanese industries, the activity of bibliometrics study subgroup are reported.

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The purpose of the Research Behavior and Research Organization Group is to discuss practical problems for R&D managers from such viewpoints as strategy evaluation, organization rejuvenation, and product development. The increasingly severe competition is reflected in the polarization of corporate performance. This means severer responsibility of top managements, including that for R&D outcomes. Such situations have raised interest in more exact quantitative evaluation of intellectual assets which will permit better understanding of innovation mechanisms and improve accountability toward shareholders. The four reports cited describe, among others, how the serendipity of researchers comes closer to reality by collaboration of the R&D and marketing sector, instead of simplistic reliance on product performance, as well as by communication of researchers who have original ideas with the general public; how flexible exploitation of intellectual properties to grab opportunities ensures superiority in the market; and how important multidisciplinary collaboration and synthesis will be in R&D activities. Excellent companies always have a mechanism to realize novel products, and the capability of establishing such a mechanism is the essential source of its strength. The Group will continue to study such mechanisms in innovative organizations.

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JSSPRM was established in 1985, ten years after Shogo Sakakura first introduced MOT to Japan in 1973 and about ten years later, the JSSPRM was established in 1985. Ten more years later, he organized this MOT Study Group with Dr. Akio Kameoka in October 1995. The Group meetings have been held almost every month for ten years since April 1996, and the 100th memorial meeting will be given in September 2006. The Group published in February 1998 a summary report of its research activities up to that time along with discussions under the title of "Toward Systematization of MOT for the Future". The present article reviews the historical background of the Group, summarizes the report mentioned above, discusses historical development of issues, and finally suggests future orientation of the Group. The most important issue for future MOT, is to prove its practical usefulness for the industry, with multifarious approaches in various fields. The next 100th meeting in September 2006, will include a panel discussion on "Development and Prospects of Practically Useful MOT".

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Regional Science and Technology Policy Group has organized regularly "Regional Cluster Seminars" in Tokyo and Tohoku districts since 2003 for information exchange and discussion among researchers and professionals both in Japan and from other countries. In addition to discussion of specific case examples from the region, cooperation of Research Institute of Economy, Trade and Industry (RIETI) and National Institute of Science and Technology Policy (NISTEP) has enabled the Tokyo sessions to provide up-to-date policy information by appropriate officials of the Ministry of Economy, Trade and Industry and the Ministry of Education, Culture, Sports, Science and Technology. In addition, the Tokyo Science and Technology Diplomat's Circle was helpful in inviting foreign lecturers and participation of embassy officials. The 21 sessions since 2003 have attracted researchers, public officials and experts from the private sector nationwide, thus contributing to expansion of human networks. The Tohoku sessions started with the cooperation of the Tohoku Branch of Development Bank of Japan, and has since attracted more co-sponsors. Case examples from other countries were added to the topics last year. An informal meeting after the session provides a valuable opportunity for closer communication with the lecturer and among the participants. An important purpose of the Tohoku sessions of the Group is to be a key player in the regional cluster.

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The principal activities of the Group are visiting innovative companies and research institutes, interviewing relevant staff members, and discussing technologies and management methods involved. Direct contact with leader in their workplaces gives us insight into implicit knowledge and know-how accumulated in the field, and suggests problems to be addressed in the future. Such opportunities have contributed for member from different industries to share problems and prospects, as well as to expand human networks. Contact with pioneering cases and leading figures in innovation is even more important today, since the importance of innovation and growth strategy has been recognized anew in the economic recovery.

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Science and technology (S&T) are fundamental to evolution of enterprises, communities, countries, and the global society. R&D and S&T management are, therefore, the most important management tasks on the corporate and national levels. The belief that Japan in the 21st century necessitates studies on these management problems, accumulation of outcomes of such studies, and their exploitation through communication with parties interested, led to the establishment of JSSPRM in Tokyo on October 31, 1985. Discussions for the subsequent two years concluded that a branch in the Kansai district was highly desirable for enhancing the society's activities, leading to the establishment of the Kansai Branch on October 1, 1987. The branch has since been active for 19 years in exploring "desirable R&D scheme for the 21st Century", in accordance with Article 3 of the Society's regulation. More specifically, the focus of our interest has been enhancing the country's intellectual presence and competitiveness to improve Japan's reputation, to strengthen the national security, and to achieve safe and happy lives of the nationals. Proposal of basic policy for this purpose will require better understanding of geopolitics and philosophical viewpoint, associated in particular with the Oriental philosophy. Our activities will be continued along these lines.

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本研究では,技術指向型地域企業が新分野進出や知的財産(権)の獲得,その後の知的財産権の有効活用等に取り組むに際しての必要資金を金融機関(特に地銀)から調達するためのファイナンス(以下「知的財産ファイナンス」と略称)が円滑に機能するための方策について検討している。現状では主として「情報の非対称性」によって知的財産ファイナンスは十分に機能していないと見られる。当分野の既存研究においては知的財産の価値算定や評価手法の開発に研究対象が集中し,企業や金融機関における経営戦略及び経営組織の実態面での研究はほとんどない。本研究では経営戦略及び経営組織の面に注目し企業と金融機関双方にアンケート及び面談による事例調査を行った。その結果,知的財産ファイナンスが機能していない理由として,1)地銀側と地域企業側で融資審査に際して認識ギャップが存在すること,2)地域企業側で知的財産が業績に結びついていないこと,3)地銀にとって知的財産ファイナンスの経験・ノウハウ不足と信用リスクの高さが課題,という実態が明らかになった。結論部分において,知的財産ファイナンスが円滑に機能するための対策として,1)地域企業側には経営戦略と連動した実効性のある知財戦略の策定,2)地銀側には知的財産ファイナンス担当窓口設置と知財評価方式の見直し,を提案している。

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20世紀中葉にDNAの二重らせん構造の発見がなされて以来,著しい発展を遂げている分子生物学の発展過程が,分子生物学の専門誌J. Mol. Biol.掲載論文数の推移と研究課題の変遷をもとに検討された。さらに分子生物学を応用分野へ飛躍的に発展ならしめたDNA組換え技術を発見事例として取り上げ,この発見がいかなる過去の事実にもとづいてなされたかの源流分析,また発見からその知識が基礎分野,応用分野にどのように伝播されていったか,などの分析を論文の被引用数と特許件数の推移を通して行った。最後に,得られた知見とパラダイム論との対比から,科学発展の本質的なメカニズムに迫ろうと試みた。J. Mol. Biol.の掲載論文の分析から分子生物学の進歩は単調な推移ではなく,1960〜1974年と1990年以降の2つの活動期とその間に停滞期が存在すること,この停滞期を通してDNA科学からタンパク質科学へと研究課題が移行していることが分かった。DNA組換え技術は第1活動期の最盛期に誕生し,過去に発見された3つの要素から構成されていること,この発見に至る過去の様々な引用論文の系統的な流れを具体的に示し,検討した。これらのことから,過去のいくつかの断片的な知識や技術の組み合わせと独創的な概念の創出から新たな発見が生まれること,発見は決して孤立した個別的なものではなく,過去の知識や技術と密接に繋がりを持って誕生・増殖するタイミングが存在することを,事例を通して示した。このDNA組換え技術は直ちに基礎分野から応用分野へと急速に伝播し,今も拡大し続け,社会に受け入れられつつあることが明らかになった。二重らせん構造理論のパラダイム誕生とそのパラダイムに基づいた通常科学としての展開過程は,パラダイム論のモデルで基本的に解釈され得るが,その通常科学における進歩のメカニズムが新たに明らかになった。

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近年,企業の技術開発戦略において,無形資産である特許の価値をいかに評価するかが,重要な課題となっている。この評価手法の一つとして,特許の被引用数が多いほど特許価値が高いとする「引用分析」があり,その中でも,共通の被引用特許に引用されている特許を特許クラスターとして抽出し,その自社被引用比率などにより特許価値を分析する「共引用分析」が注目されている。この評価手法は大変興味深いものであるが,未だ分析手法が精査されておらず,特に特許価値を評価する分析フレームワークが提示されていないため,分析結果の検証も不十分である。本研究は,特許価値評価の手法として共引用分析に着目し,分析手法を精査し,特許価値評価の分析フレームワークを提示する。本研究の目的の一つ目は,適切な範囲でクラスタリングすることにより,価値が顕著な特許を確実に抽出することである。さらに,二つ目は,特許の価値を的確に把握した上で,特許の価値の推移を分析することにより,コアテクノロジー及び競争力(優位性)の変化を判断することである。本研究では,米国特許を用いて,株式会社東芝の特許を対象に実証分析を行う。

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我が国の科学技術関係予算のうち研究開発に関するものは,研究開発フェーズ(純粋基礎研究,応用研究等),研究開発の実施判断レベル(ボトムアップ型/トップダウン型)の2軸によって整理できる。この2軸による分析手法により,研究開発関係施策の推進方策の全体設計が容易になり,例えば,情報通信などの国家的・社会的課題に対応した施策は,トップダウン型・非純粋基礎研究の象限に位置づけられ,その科学技術振興のためのマネジメントの基本は重点化である。他方,大学における物理学等の純粋科学の研究は,ボトムアップ型・純粋基礎研究の象限に位置づけられ,その振興のためのマネジメントの基本は多様性である。本稿は,この手法の有用性について検討する。

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