著者

今永 典秀 清水 敬介

出版者

一般社団法人 グローバルビジネス学会

雑誌

グローバルビジネスジャーナル (ISSN:24340111)

巻号頁・発行日

vol.3, no.1, pp.14-19, 2017 (Released:2019-03-05)

参考文献数

7

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愛知県滝高等学校における正規の部活であるビジネス部の事例研究より,地域企業と学校と学生が協働する仕組みと学生への教育効果について考察する.ビジネス部は2014年から活動を開始し,「商品開発」と「ビジネスプラン」をその二本柱とする.学生と地域企業が連携した商品開発により,販売を実現することや,ビジネスプランコンテストの全国大会出場などの具体的成果が生まれた.また,地域企業との連携においては,顧問がコーディネーターとして地域企業と学生の利害調整役を担うことにより,地域企業・学校・学生の3者が相互に恩恵をもたらす仕組みが構築されることを把握できた.学生がビジネス部の活動に参加することにより,多様な人々と仕事をするために必要な基礎的な力である「前に踏み出す力」「考え抜く力」「チームで働く力」に関する能力が向上する教育効果が確認できた.

著者

今永 典秀

出版者

特定非営利活動法人 組織学会

雑誌

組織学会大会論文集

巻号頁・発行日

vol.6, no.1, pp.144-149, 2017

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<p>Morinaga Co., Ltd. is one of the listed companies with the first section of the Tokyo Stock Exchange, and its main business is manufacture and sale of confectioneries, foods, frozen desserts, health drinks etc. This paper describes the case study of Morinaga Co., Ltd. collaborated with 01Booster Inc. practicing Open Innovation. Morinaga Co., Ltd. implemented the "Morinaga Accelerator Program" from December 2015. This system collected 40 advisors with various knowledge and experience called "Mentor" from inside and outside of the company. In the company, they are experts in various fields such as production engineering, quality control, marketing, intellectual property, law, advertisement, for instance. Outside of the company, people with entrepreneurial experience, fund raising, and have a great network of connection. Through the implementation of the Accelerator Program, the company has created a mechanism for investing in new venture companies. More than 100 new business plans entries received, 4 were selected, and 2 were decided to be invested in 2015. The number of entries had increased 2016 compared with last year. 7 plans had been selected, and Morinaga is considering investment destinations. In addition, the company had established "Learning with Venture Companies" program by in-house open recruitment. Two employees selected by the internal public offering were transferred to the investee companies for one year. The two employees reduced the experience of the program to the company and led to improvement of the internal environment. They also cooperated in hiring new graduates and improved the company's brand image.</p>

著者

野村尚克 今永典秀著

出版者

日本能率協会マネジメントセンター

巻号頁・発行日

2021

著者

今永 典秀

出版者

The Academic Association for Organizational Science

雑誌

組織学会大会論文集 (ISSN:21868530)

巻号頁・発行日

vol.7, no.2, pp.332-337, 2018 (Released:2018-12-27)

参考文献数

8

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The focus is on a knife industry, one of the traditional local industries in Seki, Gifu Prefecture. I consider the case of Nikken Cutlery Co., Ltd., one of the small and medium enterprises, whose business successor made innovation using crowdfunding. After working for several years as an engineer at a big enterprise, the business successor joined the company for business succession. After exchanging constructive ideas with younger employees there, the successor developed a new product. Then, utilizing crowdfunding, the person sold the new product in new markets. This action is a thinking process to take advantage of "effectuation", starting actions from means already possessed, acting to positively aim at constructing new partnerships that were not originally anticipated and creating the environment, which I found it to be an inspiring approach. In addition, utilization of crowdfunding may contribute to reform of corporate culture and promotion of new business. Utilization of crowdfunding in traditional industries in the local area can be one of the useful ways in which business successors make innovation and reform an organization.