著者

砂川 和範

出版者

中央大学商学研究会

雑誌

商学論纂 (ISSN:02867702)

巻号頁・発行日

vol.62, no.5-6, pp.665-704, 2021-03-01

著者

砂川 和範

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.4, pp.1-27, 1998-01-30 (Released:2010-11-18)

被引用文献数

1 2

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The purpose of this article is to analyze the business development and entrepreuriship of Japanese computer game companies such as SEGA, Namco, and Nintendo.Until the 1970's, these firms were all once small manufactures of amusement machines or toys. How did such relatively small firms in the urban area grow up to be the profitable corporations we see today?The first step is to analyze how they have been as the leading companies in the fragmented computer game market which has been characterized by frequent changes with increasing speed since the formative years of the industry. Nintendo, the first mover, created its business system based on the strategy of outsourcing in software production and quasi-integration of distributors as “Shoshinkai”. SEGA and Namco tried to attack Nintendo's system using the strategy of building internal software development capabilities, which generated software production organizations which are, in using Michael Cusumano's terminology, 'software factories'.The second step is to analyze the mechanism of the 'software factory' as in the case study of 'AM 2 ken' (the 2nd R & D division of arcade machines) of SEGA. Its origin is intrafirm venture business in the crisis era of the arcade game market in 1985. AM 2 ken has been developing and driving SEGA's innovation since then. Its software production is done by small cross functional teams, and its advantage is based on the communication 'on the shop floor', where old business resources and new technologies are combined. It enabled gestalt change from 'waterfall' model to 'revise' model in grasping the process flow of software production.The study shows that small manufacturers in the urban area pzoneeringly introduced basic hardware technology from US in 70's and created the new market by developing and concentrating on the innovation of software and contents. In this way, relatively small firms could grow by bypassing the demerit of economy of scale. Here is the logic of 'small is storong'.

著者

砂川 和範

出版者

Business History Society of Japan

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.32, no.4, pp.1-27, 1997

被引用文献数

1 2

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The purpose of this article is to analyze the business development and entrepreuriship of Japanese computer game companies such as SEGA, Namco, and Nintendo.<BR>Until the 1970's, these firms were all once small manufactures of amusement machines or toys. How did such relatively small firms in the urban area grow up to be the profitable corporations we see today?<BR>The first step is to analyze how they have been as the leading companies in the fragmented computer game market which has been characterized by frequent changes with increasing speed since the formative years of the industry. Nintendo, the first mover, created its business system based on the strategy of outsourcing in software production and quasi-integration of distributors as "Shoshinkai". SEGA and Namco tried to attack Nintendo's system using the strategy of building internal software development capabilities, which generated software production organizations which are, in using Michael Cusumano's terminology, 'software factories'.<BR>The second step is to analyze the mechanism of the 'software factory' as in the case study of 'AM 2 ken' (the 2nd R & D division of arcade machines) of SEGA. Its origin is intrafirm venture business in the crisis era of the arcade game market in 1985. AM 2 ken has been developing and driving SEGA's innovation since then. Its software production is done by small cross functional teams, and its advantage is based on the communication 'on the shop floor', where old business resources and new technologies are combined. It enabled gestalt change from 'waterfall' model to 'revise' model in grasping the process flow of software production.<BR>The study shows that small manufacturers in the urban area pzoneeringly introduced basic hardware technology from US in 70's and created the new market by developing and concentrating on the innovation of software and contents. In this way, relatively small firms could grow by bypassing the demerit of economy of scale. Here is the logic of 'small is storong'.

著者

砂川 和範

出版者

日本マネジメント学会

雑誌

日本経営教育学会全国研究大会研究報告集

巻号頁・発行日

no.43, pp.63-67, 2001-06-22

被引用文献数

1

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昨今、終身雇用制と結びついた企業内教育システムが変化を余儀なくされる状況にある。一方で国公立・私立を問わず大学(院)改革が進行しており、その一環をなすのがビジネススクール設立ブームである(とくに労働市場の流動性の高まりから起業というテーマが生涯教育の需要を喚起じている)。この経営教育に関連する両現象は、(1)企業内教育システムと学校教育システムの相互浸透(2)両者の新たな境界設定、以上二点に集約される問題を探索することを要求する。そこで本報告では、新たなシステムの設計に向け組織理論の知見を応用した基礎付けを試みる。まずH.A.サイモン以降の意思決定論(とくに情報処理モデル)以降の近代組織論の学説的展開を踏まえて問題を整理する。その延長線上に、とくに認知科学と学習理論の複合領域に位置する「正統的周辺参加」(Legitimate Peripheral Participation, LPP)モデルを取り上げ、それが経営教育の実践にむけて持ちうる可能性を見積もる。その結果、LPPモデルのいくつかの要因についての拡張が分析上必要であることを示す。