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

vol.32, pp.82-93, 2013-11-20 (Released:2017-08-01)

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This study examines the requirements for the retention of collective strategy among multiple companies without profit reciprocity. In general, the joint order system, which is a collective strategy method, has collapsed because it results in conflicts of power and interests among members. In such cases, members use the system only to generate profits; thus, the joint order system becomes a zero-sum game. However, there are some cases, like Kyoto Shisaku Net, where the joint order system has proven successful. The success of such a system can be attributed to relationship building with the intent to improve the ability to yield valuable results and maintain a non-zero-sum standpoint. Through the case study of Kyoto Shisaku Net, we confirmed three major requirements that need to be fulfilled if the joint order system is to be retained as a collective strategy. First, members must share the purpose of the joint order system as a collective strategy. However, an important addition to this fact is that the members should consider the joint order system as an opportunity to explore and exploit, rather than use it just to earn profits. Second, members should acquire different unique technologies, which will enable them share their roles and expertise. This, in turn, can help evade the possibilities of cannibalization, power opposition, and system collapse. Third, as an extension to the first point, mechanism to control and avoid opportunism should be embedded in the system. On one hand, members contribute to the joint order system by paying annual fees and performing their duties. On the other hand, they receive returns in the form of an enhancement in the dispatch and collection of information as well as scope of proposal development, an improvement in personal skills, strengths, and competitiveness, better possibilities of skill conversion on possession of technologies, and increased creativity, all of which will be helpful for running their companies' businesses in future. Thus, the results obtained by participating members are based not just on independent efforts, but on a collective strategy.

著者

水野 由香里

出版者

日本経営学会

雑誌

經營學論集 第88集 公共性と効率性のマネジメント─これからの経営学─ (ISSN:24322237)

巻号頁・発行日

pp.F36-1-F36-2, 2018 (Released:2019-06-17)

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.