著者

橘川 武郎

出版者

公益財団法人 日本学術協力財団

雑誌

学術の動向 (ISSN:13423363)

巻号頁・発行日

vol.20, no.11, pp.11_70-11_73, 2015-11-01 (Released:2016-03-04)

著者

橘川 武郎 長谷川 信 平沢 照雄 松村 敏弘 橋野 知子 高岡 美佳 平本 厚 中村 尚史

出版者

一橋大学

雑誌

基盤研究(B)

巻号頁・発行日

2005

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課題番号17330077基盤研究(B)「規制の経済史的研究-産業発展をめぐる企業と政府-」(平成17〜19年度)の研究成果は、2008(平成20)年3月に刊行した研究成果報告書(xii+270頁、総論+全12章)に集約されている。この研究成果報告書の各章は、19世紀後半の生糸貿易(1章、中林真幸執筆、以下同様)、明治期の鉄道業(2章、中村尚史)、第1次世界大戦期の染料工業(3章、橋野知子)、1920〜30年代のラジオ受信機工業(4章、平本厚)、戦前から戦後にかけての港湾運送業(5章、大島久幸)、1950〜60年代のクリスマス電球工業(6章、平沢照雄)、1960年前後の損害保険業(7章、齋藤直)、1960〜70年代の自動車排ガス規制(8章、板垣暁)、戦後復興期〜1980年代の重電機工業(9章、長谷川信)、1950年代後半から今日にかけての原子力発電(10章、橘川武郎)、1980年代後半から今日にかけてのネットワーク型公益事業をめぐる規制改革(11章、松村敏弘)、経済規制に関する理論研究の動向(12章、佐々木弾)を、検討対象としている。本研究は、(1)検討対象期間を長期(明治期から今日まで)にわたって設定する、(2)第2次産業および第3次産業に展開する幅広い業種を取り上げる、(3)大企業と政府との関係だけでなく、中小企業と政府との関係も視野に入れる、(4)歴史分析にもとづく実証研究と経済学に基盤をおく理論研究を結合する、という四つの特徴をもっているが、この点は、上記の報告書にも色濃く反映されている。(1)(2)の点は、1章〜11章の構成から明らかである。(3)に関しては、4〜6章が、中小企業と政府との関係を掘り下げている。(4)に関しては、1、11、12章が理論研究の成果を積極的にとり入れている。

著者

橘川 武郎

出版者

一般社団法人 日本原子力学会

雑誌

日本原子力学会誌ATOMOΣ (ISSN:18822606)

巻号頁・発行日

vol.61, no.3, pp.200-201, 2019 (Released:2020-04-02)

参考文献数

1

著者

橘川 武郎

出版者

一般社団法人 日本原子力学会

雑誌

日本原子力学会誌ATOMOΣ (ISSN:18822606)

巻号頁・発行日

vol.54, no.1, pp.22-26, 2012 (Released:2019-09-06)

参考文献数

3

被引用文献数

1

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東京電力・福島第一原子力発電所の事故を契機にして,日本では,エネルギー政策の根本的見直しが進められている。電源構成の見直しに当たっては,①再生可能エネルギー利用発電の拡充,②節電による電力使用量の削減,③技術革新による石炭火力発電のゼロ・エミッション化,の3要素を独立変数とし,原子力発電のウエートは,これら3要素の進展具合によって,「引き算」で決まると考えるべきである。それでも,2030年時点では,原子力発電のウエートが20%程度残ると考えられるが,バックエンド問題の解決の困難さから見て,原子力発電は,長期的には停止されることになると見込まれる。

著者

橘川 武郎

出版者

慶応義塾福沢研究センター

雑誌

近代日本研究 (ISSN:09114181)

巻号頁・発行日

no.37, pp.1-33, 2020

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.42, no.4, pp.58-67, 2008-03-25 (Released:2010-05-18)

参考文献数

37

被引用文献数

1 1

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.40, no.4, pp.28-45,99, 2006-03-25 (Released:2010-11-18)

被引用文献数

1

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This paper aims at making clear the importance and possibility of applied business history for understanding current economic and business issues. In order to solve the existing problems, it is necessary for an industry or a company to appreciate its own historical contexts. Even if a theory to explain the troubles is correct, it cannot be valid without the balanced appreciation of historical perspectives.The paper asserts the validity of applied business history. The tasks of applied business history are to comprehend the historical circumstances of the specific industry or company, and, based on that appreciation, to support the industry or company to conquer the present difficulties.In the paper, three telling cases are examined : The liberalization of the Japanese electric power industry; the reconstruction of the Japanese petroleum industry; and the community-based economic renaissance in Japan.One of the most important characteristics in the 124 year history of the Japanese electric power industry is private ownership and private management with the exception of the state management from 1939 to 1951. In the industry, the economies of scale have decreased, while the economies of vertical integration are still effective. Based on these historical contexts, it can be safely claimed that the goal of the liberalization of the Japanese electric power industry should be to abolish regional monopoly and to maintain vertically-integrated private companies.The Japanese petroleum industry possesses two weaknesses. The first is the disintegration of the upstream (exploration and production) part from the downstream (refinery and retail) segment. The other is that upstream companies are too numerous and two small. Moreover, under the regulation of the petroleum industry law from 1962 to 2002, the organizational capabilities of the downstream oil companies have undermined. Therefore, the downstream companies possess limited financial power for integrating into upstream businesses, though their corporate sizes are relatively large. Given these historical characteristics of the Japanese petroleum industry, the first step of the reconstruction of the industry should be to make the horizontal integration within the upstream segment.In the process of Japanese modernization, regional industrial accumulations have played important roles. The accumulations are the characteristics of specific areas, where many small and medium-sized enterprises gather in narrow spaces. Based on historical experiences, it is essential for the revitalization of local economies to realize the renaissance of industrial accumulations.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.37, no.3, pp.1-27, 2002-12-25 (Released:2009-11-06)

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On May 1, 2001, nine electric power companies, Hokkaido, Tohoku, Tokyo, Chubu, Hokuriku, Kansai, Chugoku, Shikoku, and Kyushu Electric Power, which were established simultaneously by the reorganization of the electric power industry in 1951, celebrated their fiftieth anniversaries. The purposes of this paper are to evaluate the fifty-year history of the Nine Electric Power Companies System (NEPCS) and to detect its future.NEPCS is characterized by four factors: (1) private management, (2) vertical integration, (3) regional division (nine blocks), and (4) monopoly. It is possible to regard that factors (1), (2), and (3) hold in check the potential disadvantage of factor (4), i.e., high power rates owing to lack of competition, as autonomy of NEPCS.The fifty-year history of NEPCS is divided into three periods by two epoch-making incidents, the first Oil Crisis of 1973-74 and the overall revision of the Electric Power Industry Law (EPIL) of 1995. During the first period (1951-73), the autonomy of NEPCS worked well and an electricity supply at low rates was realized. In the second period (1974-94), however, the autonomy of NEPCS suffered as the disadvantages of monopoly became apparent. And, it is the most important task of the third period (1995-) for the nine electric power companies to reestablish NEPCS's autonomy.The revision of EPIL in 1995 was the starting point of liberalization of the electric power industry in Japan. If the behavior of the electric power companies is too conservative, NEPCS could experience sudden death as a result of unbundling by the liberalization. But, if the companies cope well with the liberalization, two key factors of NEPCS, private management and vertical integration, can survive in the future.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.36, no.3, pp.102-111, 2001-12-25 (Released:2009-11-06)

著者

橘川 武郎

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.27-40, 1997-07-30 (Released:2009-11-06)

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The purpose of this essay is to make clear a key problem of study on the Japanese business history after the Second World War, and to indicate concrete focuses of the study concerned.The key problem of study on the postwar business history in Japan is lack of a whole perspective which covers not only the rapid economic growth but also the collapse of the bubble boom. On the other hand a recent appearance of comparative institutional analysis of economic development, which insists that company activities follow system-wide institutional changes, means a crisis of business history. Therefore, in order to overcome the crisis business history on postwar Japan must have the entire perspective without delay.This essay indicates three focuses of the study as follows;(1) to make clear changes of industrial relations in connection with changes of production control and quality control, (2) to analyze changes of a consuming trend in relation to changes of distributing structure and trade practices, and(3) to examine changes of company finance with reference to changes of investment activities and business results. And, as a conclusion, it emphasizes a new perspective, which should be called as “business history of coping with crises”, and an epoch-making change in the first half of the 1960s.

著者

橘川 武郎

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.2, pp.31-47, 1995-07-30 (Released:2009-11-06)

著者

木山 実 四宮 正親 佐々木 聡 橘川 武郎

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.1, pp.56-79, 1995-04-30 (Released:2009-11-06)

著者

橘川 武郎

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.2, pp.31-54, 1993-07-30 (Released:2009-11-06)

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The purpose of this paper is to make clear relationship between an international cartel and a domestic cartel in Japan through examining the case of the “Six Companies Agreement” on gasoline of 1932. The member companies of this agreement were the Rising Sun Petroleum, the Socony-Vacuum Corporation, the Nippon Oil, the Ogura Oil, the Mitsubishi Oil, and the Mitsui & Company. The Rising Sun belonged to Anglo-Dutch Royal Dutch Shell Group, and the Socony-Vacuum was an American company. In those days, the Royal Dutch Shell concluded the international cartel agreement with the Socony-Vacuum. Of the rest four companies, the Nippon Oil, the Ogura Oil, and the Mitsui & Company were genuine Japanese companies, and the Mitsubishi Oil was a joint concern of the Mitsubishi in Japan and the Associated Oil in the United States of America.The commonly accepted theory emphasizes the superiority of the international cartel between the Royal Dutch Shell and the Socony-Vacuum to the domestic cartel, that is the “Six Companies Agreement” of 1932 in Japan. The conclusion of this paper, however, denies the commonly accepted theory. It may safely be said that the control power in the gasoline market of the international cartel was restricted within narrow limits in a “medium advanced country” like Japan.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.26, no.3, pp.1-29, 1991-10-30 (Released:2009-11-06)

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The purpose of this essay is to make clear the roles of company groups, trade associations, and the government for the competitive power or growth of Japanese companies. It takes up the case of the petrochemical industry, which presents the most suitable data on the point at issue.The first half of this paper examines the historical outline of Japan's petrochemical industry, which has gone through the following three periods : 1. The period of the beginning of home production (1957-1964);2. The period of the large-sized investment in plant and equipment (1965-1973);3. The period of the reorganization of the industry after the first and second Oil Shock (1974-).The latter half investigates the functions of company groups (Mitsui, Mitsubishi, and Sumitomo), trade association (Sekiyu Kagaku Kogyo Kyokai, the Petrochemical Industry Association), and the government (the Ministry of International Trade and Industry). After due criticism against the commonly accepted theories, I draw two conclusions as follows : 1. Company groups, trade associations, and the government made many-sided contributions to the competitive power or growth of Japanese companies;2. Nevertheless, the functions of company groups, trade associations, and the government was within the limit of supplementing organizational capability of Japanese companies.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.24, no.4, pp.1-35, 1990-01-30 (Released:2010-11-18)

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The purpose of this essay is to make clear the activities of the Japan Branch of Standard-Vacuum Oil Company (SVOC) and its predecessors, Standard Oil Company of New York (SOCONY), Vacuum Oil Company, and Socony-Vacuum Corporation, before World War II. In this essay I examine the following seven points at issue.1. Why did SOCONY and Vacuum establish the Japan Branch in the early 1890s?2. Why did SOCONY and Vacuum succeed in penetrating into the Japan's petroleum market?3. Why did SOCONY start producing and refining Japan's domestic crude oil in 1900 and stop them in 1911?4. Why did SOCONY's sales share in the Japan's petroleum market decrease during the 1910s and 1920s?5. How did the establishment of Socony-Vacuum in 1931 influence the Japan Branch?6. How did the establishment of SVOC in 1933 influence the Japan Branch?7. How did SVOC move against the Japan's Petroleum Industry Law of 1934, which persecuted foreign petroleum companies?These examinations show one general conclusion : In case of analyzing activities of foreign companies in Japan, we must take notice of their world-wide (at least Asia-wide) strategy as well as the peculiarity of the Japan's market.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.19, no.4, pp.66-77, 1985-01-30 (Released:2010-11-18)

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.19, no.3, pp.1-27,i, 1984-10-30 (Released:2009-11-06)

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The purpose of this paper is to examine several plans for regulating the electric power industry which were proposed by managers of five big electric power companies, Toho Electric Power Co., Tokyo Electric Light Co., Ujigawa Electric Power Co., Great Consolidated Electric Power Co. and Nippon Electric Power Co., in the 1920's and the 1930's. The managers mentioned in this paper are Yasuzaemon Matsunaga, Shohachi Wakao, Seinosuke Go, Ichizo Kobayashi, Yasushige Hayashi, Senzaburo Kageyama, Momosuke Fukuzawa, Jiro Masuda, Shinnosuke Arimura, Yoshizo Ikeo, Sataro Fukunaka, Kumaki Naito and Yoshijiro Ishikawa.The commonly accepted theory asserts that the managers of five big electric power companies devoted themselves to gain maximum profits at the expense of the public interests in those days, and that therefore the electric power industry was inevitably to be put under government control in 1938. The conclusion of this paper is, however, fairly different from those assertions. In reality the managers of five big electric power companies were relatively aware of the responsibility of public utility enterprises, and made efforts to supply plenty and lowpriced electricity. To give an example Yasuzaemon Matsunaga who was the vice-president of Toho Electric Power Co. announced Denryoku Tosei Shiken (the Private Opinion for Regulating the Electric Power Industry) in May, 1928, in which he emphasized the necessity of improving electricity service through introducing a new system. The so-called Denryoku Saihensei (the Reorganization of the Electric Power Industry) in 1950 was enforced according to this Matsunaga's opinion.

著者

橘川 武郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.17, no.2, pp.23-46,ii, 1982-07-30 (Released:2009-11-06)

被引用文献数

1 1

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The purpose of this paper is to compare the relation between the Mitsui Bank and Tokyo Electric Light Co. with the relation between the Mitsui Bank and Toho Electric Power Co..In the 1920's and the 1930's the Mitsui Bank had been positively financing both of the two electric power companies. Nevertheless, the Mitsui Bank intervened in Tokyo Electric Light Co. alone. On the other hand Toho Electric Power Co. was its own master.This contrast was due to the difference in point of administrative ability of managers of the two electric power companies. Owing to loose-spending management by Shohachi Wakao, the president from 1926 to 1930, Tokyo Electric Light Co. was in financial difficulties. Therefore Tokyo Electric Light Co. could not pay back debts from the Mitsui Bank sufficiently during the latter half of 1920's. Shigeaki Ikeda, the head of the managing directors of the Mitsui Bank interfered in human affairs concerning directors of Tokyo Electric Light Co.. Firstly he dispatched Seinosuke Go and Ichizo Kobayashi in 1927. Secondly he changed the president from Wakao to Go in 1930. Under capable management by Go and Kobayashi Tokyo Electric Light Co. recovered itself in the 1930's. The Mitsui Bank had never intervened in Tokyo Electric Light Co. directly after 1930.The intervening in Tokyo Electric Light Co. by the Mitsui Bank was a temporary phenomenon in order to preserve credits. The Mitsui Bank had never intervened in Toho Electric Power Co. which could pay back debts sufficiently under excellent management by the president Yasuzaemon Matsunaga. Therefore the commonly accepted theory is not adequate, which asserts that electric power capital was put under the control of Zaibatsu.

著者

橘川 武郎

出版者

東京大学社会科学研究所

雑誌

社会科学研究 (ISSN:03873307)

巻号頁・発行日

vol.58, no.3, pp.3-12, 2007

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これまで日本の不動産業に関する史的研究が十分な成果をあげてこなかったのは, (1)不動産は非常に差別化された財であるため, 不動産価格の動向を把握することが困難である, (2)不動産業の分析に当たっては, 多様な要因を考慮に入れなければならない, (3)不動産業の担い手の実態を総合的に把握することは難しい, などの理由による.本稿では, これらの難題に挑戦した最新の研究成果である『日本不動産業史 : 産業形成からポストバブル期まで』(仮題, 編者 : 粕谷誠・橘川武郎, 名古屋大学出版会から近刊予定)の内容を紹介し, 日本不動産業がこれまで歩んできた軌跡とこれから進むべき方向性を概観する.今日, 日本の不動産業は, 「資産効果経営」(地価上昇に依存した経営)から脱却し, 実需に立脚した本来の経営に回帰するという, 歴史的な転換点に立たされている.ここで言う本来の機能とは, 不動産に関する開発機能と取引費用削減機能という, 明治期以来不動産業が発揮してきた, 二つの固有機能のことである.このような本来の姿に立ち返ることなくして, 日本不動産業の未来は, 切りひらけないであろう.

著者

橘川 武郎

出版者

ダイヤモンド社

雑誌

週刊ダイヤモンド

巻号頁・発行日

vol.102, no.38, 2014-10-04