著者

平井 岳哉

出版者

獨協大学情報学研究所

雑誌

情報学研究 = Journal of Informatics (ISSN:21867666)

巻号頁・発行日

no.3, pp.112-125, 2014-01

著者

平井 岳哉

出版者

獨協大学経済学部

雑誌

独協経済 = Dokkyo University studies of economics (ISSN:09189491)

巻号頁・発行日

no.97, pp.65-77, 2015-12

著者

平井 岳哉 Gakuya Hirai 千葉経済大学

雑誌

千葉経済論叢 = The Chiba-Keizai ronso (ISSN:0915972X)

巻号頁・発行日

no.24, pp.1-23,

著者

平井 岳哉

出版者

獨協大学経済学部

雑誌

獨協経済 = Dokkyo University Studies of Economics (ISSN:09189491)

巻号頁・発行日

no.100, pp.77-91, 2017-07

著者

平井 岳哉

出版者

獨協大学経済学部

雑誌

獨協経済 = Dokkyo University Studies of Economics (ISSN:09189491)

巻号頁・発行日

no.97, pp.65-77, 2015-12

著者

平井 岳哉

出版者

千葉経済大学

雑誌

千葉経済論叢 (ISSN:0915972X)

巻号頁・発行日

vol.28, pp.17-43, 2003-07-15

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戦後,三井,三菱,住友の3財閥ではGHQによる一連の財閥解体政策で,財閥の機構そのものが根底から否定された。こうした中,旧財閥系の傘下企業群は,さらに新たな課題に直面した。それは財閥の商号商標の使用禁止令である。3つの旧財閥系企業はともに協力して,GHQや日本政府首脳へ陳情を行い,使用禁止令の施行取り止めに成功した。使用禁止令を撤回させて,難題は解決したかのように見えたが,旧三菱系企業群にとって商号商標問題は,依然として複数の障害を抱えて重要な経営課題となっていた。戦前の財閥本社における商標登録の遅れとそれに伴う第3者による登録,本社に代わって商標管理を担った三菱商事の解散による商標保全のトラブル,三菱重工業の分割など企業分割によって生じた同一業種における複数企業による商標の使用,財閥家族との商号商標に関する保有権の明確化,などである。旧三菱系企業群はこれを機に,1950年代から60年代初頭にかけて,グループ内での商号商標の管理について,管理組織の設置,使用基準マニュアルの作成などを骨子とした基本的な対策を講じた。商号商標のもつ信用性の維持保全のため,外部の第3者による不正使用を防止する一方で,内部のメンバー企業に対しても厳格な使用規定を設けるものであり,このルールは今日の三菱グループにおいても継承されることになった。

著者

千本 暁子 小川 功 内田 金生 平井 岳哉

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.32, no.1, pp.36-67, 1997-04-30 (Released:2009-11-06)

著者

平井 岳哉

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.32, no.2, pp.41-55, 1997-07-30 (Released:2009-11-06)

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After World War II, the dissolution orders of the zaibatsu was carried out by Occupation policy. In Mitsubishi zaibatsu, Mitsubishi-Honsha, which was a holding company, made efforts to maintain to control many operating companies in spite of its own dissolution. In zaibatsu, there used to be several kinds of committee, which were consisted of top managers and general managers among the holding company and operating companies. Mitsubishi-Honsha would continue to exist these committee informally even under the liquidation.But it had become impossible for Mitsubishi-Honsha to control operating companies, because all of them had became autonomous, independent companies owing to the dissolution of the holding company. For example, Mitsubishi Electoric Corporation carried out to revise wage system, without referring the matter to the general managers committee in advance.Each operating company did not always keep its own autonomy for others. In cases of emergency, they cooperated with others to dissolve the matter such as making stabilizing shareholders by mutual stock holdings. And it was also important for operating companies to preserve of the trade name and trade mark. Because Mitsubishi Shoji, which had preserved all of trade name and trade mark in Mitsubishi zaibatsu, was divided in many companies after the war, so there happened many troubles about them.Generally speaking, enterprise group has two factors such as top managers committee and mutual stock holdings. In case of Mitsubishi, top managers committee had been existing since before the war, differing from mutual stock holdings among operating companies after the war. So each of them had a different function, and top managers committee hardly had the function of large shareholders meeting in case of Mitsubishi in 1950's.The transfomation from zaibatsu to enterprise group in 1950's was represented as the changing of the position of operating companies. In zaibatsu, they were subject to the holding company formally. But in new enterprise group, all of them had became independent companies after the dissolution of the holding company. Therefore the function of top managers committee among members of the group had changed from the control operating companies by the holding company to the exchange of information and the interests coordination by members of operating companies.

著者

平井 岳哉

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.30, no.3, pp.39-68, 1995-10-30 (Released:2009-11-06)

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Before World War II, Mitsui-bussan (MBK) was the biggest general trading company in Japan, which used to have a great difference on gross sales from other domestic general trading companies. But nowadays, MBK is one of the five biggest general trading companies (other are Mitsubishi-shoji, Marubeni, Itochu-shoji, and Sumitomo-shoji), so the great lead of MBK from others has been losing gradually after the war.Instead of decling of MBK, Mitsubishi-shoji (MC) had kept the top position on gross sales in 70's and 80's.This contrast between two companies was represented on fuel business, especially on oil business after the war. MC had gained gross sales on the oil business by building a close relationship with petroleum exporting countries and international petroleum corporations, and MC succeeded in importing LNG (liquid natural gas) from Alaska and Brunei.Sales of MBK's oil business were always lower than that of MC. So BMK carried out the project of boring petroleum and producting petrochemical materials at Iran in 70's and 80's. But MBK was suffered heavy losses by failing both of projects.The gap of two companies was derived from the result of the re-unification. After World War II, MBK and MC were dissolved by Occupation policy. Both of companies were divided in many companies. Later, MC accomplished the re-unfication in 1954, and MBK also did in 1959.But, in the process of re-unification, most of competent person on oil division of former MBK organized General-bussan company (General oil company now), and they also acquired all of trade rights on oil business of former MBK. And they didn't take part in the re-unification of new MBK. Therefore new MBK failed to gather human resources and trade rights on oil business.On the other hand, in MC, most of competent person on oil division of former MC moved to other companies, too. But new companies which were founded after dissolution, revived many trade rights on oil business of former MC. And they trained many men talented on oil business. Moreover most of there companies participated in the re-unification of new MC. As a result, new MC successed in gathering human resources and trade rights on oil business.

著者

平井 岳哉

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.28, no.4, pp.1-27, 1994-01-30 (Released:2010-11-18)

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This reseach is focused on the formative period from zaibatsu to enterprise grouping (it is not a vertical group but a horizontal group). After World War II, the zaibatsu dissolution was carried out by Occupation policy. In Mitsubishi zaibatsu, Iwasaki, owner family were removed from the firms, and Mitsubishi-honsha, which was a holding company, was broken up. Without owner family and a holding company, operating companies had been forming a new style of business grouping. The new grouping was consisted of autonomous companies. So it was necessary to have the function of maintaining a body of grouping. But then, it was not long before all of top managers were promoted in their companies. So almost of them did not have enough management skill and experience for interests coordination among a member of the group. Therefore senior managers, who used to be superior to top managers and obliged to retire after World War II, executed the function of interests coordination instead of them. In 1950's, it was senior managers rather than mutual stock holdings and top managers committee among a member of the group that fulfilled the function to band together in Mitsubishi group. And it depended upon human relationship among top managers and senior managers, which was built in the period of the zaibatsu.

著者

平井 岳哉

出版者

獨協大学経済学部

雑誌

獨協経済 = Dokkyo University Studies of Economics (ISSN:09189491)

巻号頁・発行日

no.99, pp.31-51, 2016-12

著者

平井 岳哉 Gakuya Hirai 千葉経済大学

出版者

千葉経済大学

雑誌

千葉経済論叢 (ISSN:0915972X)

巻号頁・発行日

no.24, pp.1-23, 2001-07