Authors: Kenichi Hosoi; Masaaki Takemura; Yi-jen Wang; Yoritoshi Hara
In our observations, some Japanese companies tend to ask their suppliers to become involved in their procurement of materials and/or joint product development projects, with undefined requests as proposals. We tried to comprehend this curious phenomenon by developing a unique analytical framework. We use the “Hiding hand effect” concept to explain how the development project can be launched, and the “linguistic communication model” to solve why projects can take place in such an ambiguous atmosphere. Through our case study, we will try to show that this framework might be appropriate to analyze decision-making under an ambiguous atmosphere.
Journal: n.a. (n.a. – n.a.)
Web Address: n.a.
Publish Year: 2008
Conference: Uppsala, Sweden (2008)