著者

水野 由香里

出版者

日本経営学会

雑誌

日本経営学会誌 (ISSN:18820271)

巻号頁・発行日

no.13, pp.17-33, 2005-03-20

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The aim of this article is to discuss the dynamism of ba. Though there are varying definitions of ba by different researchers, in this article it is defined as an inter-firm relationship structure formed by a leading SME (small and medium-sized enterprise). In this interpretive theoretical model, the ba is initially constructed by a core SME in order to achieve its own business strategy. However, as the ba grows and develops, the member firms of ba tend gradually to conduct coordination in spontaneous manner without relying on the core SME and without loosing their own management autonomy. For the illustration of the model, this article presents a case study of ba which was first initiated by TOSEI-ELECTROBEAM and now includes 13 SME members in Tokyo Tama area. The more detailed internal mechanism of ba development could be framed in the following processes. The development process of ba is based on 1) capability of the core SME generated from its own past experience, 2) its business strategy and strategic position, 3) its role played in settlement at the time of early stage, 4) change its role with growth of ba and generation of the new mechanism inside. Based on the case study, following facts and implications are revealed. First, in former times of the ba formation, the core SME, with accumulated internal capabilities, plays a critical role in not only organizing and managing groups but also building technological knowledge and skill of its own. The extent of efficiency of a particular ba may vary according to these mechanisms. Second, the mechanism of ba development includes potential change. The case study presents that in the early stage the core SME had great leadership and control of ba, but other members gradually became autonomous and generated capability to coordinate ba dynamism, rather than just remaining passive and static. The key element of this phenomenon is that the core SME not only foster other members but also encourage them to act spontaneously based on its past experience. The case study shows that there are three important implications to make the dynamism; 1) not to control member firms in rigid structure like vertical integration, 2) to encourage them to make spontaneous actions, 3) ba being economic and effective for every member.