Intelligence, or information helpful in value-added decision making, is largely classified into Business Intelligence and Competitive Intelligence. The concept of Business Intelligence was first proposed by Dr. Stevan Dedijer, professor of Lund University, Sweden, in the early 1970s, with an emphasis on the security of intelligence. In addition to the implication of intelligence for decision making, he also introduced a concept of Social Intelligence. Business Intelligence is relevant to development, maintenance and extension of businesses, risk management, and confidentiality. Competitive Intelligence, on the other hand, originates from the Society of Competitive Intelligence Professionals (SCIP) established in the U. S. in 1986 by information specialists from academia and industry as well as CIA-related persons. This subject has been attracting attention, in terms of the conditions for competitive edge, chiefly in the U. S. with some contributions from European and Oceanian countries. It has been, however, pointed out that competitor analysis is often overemphasized, leading to a skewed knowledge: Business and Competitive Intelligence should rather be regarded as complementary. The present paper performs case studies of risk management and business development based on Business Intelligence, and emphasizes the importance of enhanced education in intelligence in the 21st-century Japan.

抄録全体を表示

The relationship between diplomacy and intelligence has been examined from the following two aspects; Firstly, foreign information collection under the competitive bilateral relationship was examined. Historically, diplomats were in charge of that, while intelligence organizations started taking it over since 16^<th> century, allowing diplomats to be engaged in information collection for mutual benefits. Secondly, politicization of the intelligence was examined, referring to WMD in Iraq. The traditional separation between the policy makers and the intelligence analysts does not work anymore, since the former could not articulate their intelligence requirements after the end of the cold war. Dough MacEachin's proposal to let the latter explain to the former the evidence and logic of the intelligence seems to be the only solution to avert the politicization, while keeping the formerlatter close contact.

抄録全体を表示

This paper provides an introductory description of the concept of technology intelligence, a concept rather new to many readers, along with its applications to focusing of technological development and identification of new business areas. Since the establishment of the Society of Competitive Intelligence Professionals (SCIP) in the U.S. in 1986, many research works, including applications in actual enterprises, have been published. Japanese studies on technological strategy seem, in contrast, to fail to fully appreciate intelligence activity in enterprises. While being accepted as one of the most important areas of technology management, technology intelligence is understood somewhat differently in the U.S. and Europe: the Americans focus on the logic and methodologies for winning in competition; the Europeans emphasize creative actions for the development of new technologies and products. The author reviews studies in the area in the U.S. and Europe, expecting that this information serves as a starting point for technology intelligence studies in Japan.

抄録全体を表示

Competitive intelligence (CI) involves a systematic program to exploit external information for decision making and strategy and the competence of strategy development. CI is particularly important for knowledge-intensive industries, of which the pharmaceutical industry is a typical example. The present paper discusses the relative importance of R&D resources (personal and financial), CI competence, and intentionality of exploiting external resources as factors influencing the R&D capability of research-intensive pharmaceutical companies in Japan. Analysis showed that the CI competence is the most important factor for success: its importance is greater than that of the R&D resources, although the latter is generally accepted as the fundamental factor in the R&D capacity of businesses. Intentionality of exploiting external resources showed no correlation with R&D capability, presumably because this factor was evaluated by "constant" reference to other companies' patents, technical alliances, outsourcing, or cooperation with venture enterprises. This result should rather be interpreted as indicating that decision making on stereotypical criteria results in little value. The CI capability of a pharmaceutical company includes strategic collection, analysis and evaluation of information, development of an intelligence system, and implementation of corporate strategies. The task of the prime importance for the business is, therefore, to embody the external information collected and analyzed in the corporate strategy.

抄録全体を表示

The corporate R&D management systems are changing in response to the rapid changes in the social environment. One of the features is the increasingly important role of intelligence for businesses to cope with the more and more competitive market circumstances. The present paper gives an historical overview of the R&D system management in Japanese companies, and discusses transition of the role of and expectation for the R&D management. Analysis focuses on the response of the management to the market environment to draw a lesson for the technology management in future. The author reviews requirements to intelligence to respond to managerial tasks such as identifying R&D targets, securing and distributing necessary resources, evaluation of results, and follow-up methodologies, and points out the importance of intelligence as a means to supports innovation to cope with the ever-changing competitive market. He also emphasizes the necessity of systems that permit continuous innovation. The paper concludes with suggestions of the importance of and problems in training of specialists in R&D management, which has now such importance that requires decisions by the top management.

抄録全体を表示

本稿では石油化学産業を対象にして,ライセンシーの吸収能力,およびライセンス契約の形態が外国企業から日本企業への知識移転の程度にどのような影響を及ぼしたのか統計的に検証した。そして,推計結果から以下の2点が明らかになった。第一に,ライセンシーの吸収能力が高まるほど,パートナー間での知識移転が増加するが,ある水準を超えると,機会主義の可能性のために知識移転が減少することが分かった。これは,ライセンシーの吸収能力は技術の吸収の容易さだけでなく,機会主義の可能性とも関連していることを示している。第二に,こうした機会主義の可能性の知識移転への効果はJVの有無によって異なることが分かった。パートナー間での知識移転が減少するのは,JVが設立されていないペアのみであり,JVが設立されているペアでは,知識移転は減少しない。これは,JVにパートナーの機会主義をコントロールするメカニズムがあるためだと考えられる。

抄録全体を表示