The aim of this study was to reveal both direct and indirect impacts of fuzzy front-end activities in Japanese and Korean manufacturing firms during corresponding successful periods of each country. The analysis of 540 Japanese and 293 Korean new product development projects was carried out using structural equation modelling. The results suggest that Korean firms tended to keep more close attention on reduction of market uncertainty activities compared to Japanese firms. In addition, initial planning activities are strongly significant in minimising changes that could lead to revision of a whole project, but not on minimising changes that are necessary to adapt to requirements determined by dynamic business environmental changes.
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