Song, Yong-Il Lee, Dae-Hee Lee, Yong-Gil Chung, Yun-Chul 2024-01-21T00:33:27Z 2024-01-21T00:33:27Z 2021-09-02 2007-09 0923-4748 https://pubs.kist.re.kr/handle/201004/134172 One of the important tasks in planning large, frontier R&D projects is to minimize innate uncertainties and ambiguities in the early stages of the project. This case study is an attempt to provide a framework to handle such problems in R&D planning. In it we analyze various elements that define planning conditions, classify them into basic constructs, and suggest tools and methods to deal with uncertainty and ambiguity. We utilize two case studies to approach the research questions. Our findings suggest that both initial planning conditions and the effectiveness of front-end planning management affect the performance of R&D planning and the later R&D process. (C) 2007 Elsevier B.V. All rights reserved. English ELSEVIER PRODUCT INNOVATION END Managing uncertainty and ambiguity in frontier R&D projects: A Korean case study Article 10.1016/j.jengtecman.2007.05.001 1 JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT, v.24, no.3, pp.231 - 250 JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT 24 3 231 250 scie scopus 000255020700004 2-s2.0-34547447140 Business Engineering, Industrial Management Business & Economics Engineering Article PRODUCT INNOVATION END technology management R&D planning fuzzy front-end knowledge management