The R&D–Marketing Interface in Japanese High‐Technology Firms
研究了日本高科技企业中研发与营销部门的协作情况，比较了223位日本研发和营销经理对需要整合的活动的看法、实际整合水平以及与新产品成功率的关系。
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.