Interfunctional transfers of engineers in Japan: empirical findings and implications for cross-functional integration

Abstract

This paper presents empirical findings on interfunctional transfers of engineers, using quantitative data collected from a large, R&D-oriented, Japanese manufacturing firm. Through quantitative analyses on characteristics of interfunctional transfers within a Japanese firm, the empirical part of the study reveals actual frequencies, timing, and patterns of interfunctional transfer to examine the relevancy of the general image of the "job rotation" practice of Japanese firms. Based on our empirical findings, we suggest that interfunctional transfers may provide Japanese companies with critical organizational capabilities for cross-functional integration, which are embedded deeply in the social context of the engineering organization.