著者

山口 久瑠実

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.50, pp.45-58, 2022-08-25 (Released:2023-08-26)

参考文献数

51

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In the field of business ethics, “unethical behavior” by employees has received much attention. In the United States and Europe, empirical studies on clarifying the antecedents of unethical behavior began around 1970, and research is ongoing. In particular, Journal of Business Ethics has published five review articles every few years with the aim of contributing to the development of empirical unethical behavior research. However, in Japan, scarce empirical research on unethical behavior exists compared to other countries. Therefore, this study seeks to clarify the trends and issues in empirical unethical behavior research in the United States and Europe from 1970 to 2020 to encourage empirical research on unethical behavior in Japan. First, we organize five review articles on 393 empirical studies from 1970 to 2011 (Section 2). Next, we review 60 empirical studies (including 206 hypothesis tests) on unethical behavior from 2012 to 2020, and then compare pre-2011 and post-2012 studies for each factor (Section 3). Finally, we provide an overview of the trends and issues of these empirical studies (Section 4). We found that there were two trends: (1) transition from a “bad apples approach” to a “bad barrels approach,” and (2) developing original concepts in the business ethics field. Two issues emerged: (1) the need for verification of interaction or indirect effects, especially the combination of individual and organizational factors, or between organizational factors; and (2) the importance of examining the consistency between the validation results of empirical and theoretical research.

著者

丸子 敬仁 平野 光俊

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.48, pp.31-41, 2021 (Released:2022-12-16)

参考文献数

36

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The main reason for the increasing overtime work in Japanese companies is that allotment work is not properly divided among workers in the workplace. Nonetheless, recent reforms in work style to reduce overtime work have required each worker to change their behavior regardless of who has discretion. We conduct empirical research, focusing on the psychological state of employees compelled to reduce overtime work, analyzing such psychological state using the concept of work pressure. We also use the concept of work engagement as proxy variables for sense of meaningful work. A study was conducted using an Internet survey through Macromill, Inc. in November 2017 with questionnaires targeting regular employees working for Japanese companies. A total of 622 samples were obtained. Consistent with our prediction, we find that long overtime work harms work engagement when the degree of work pressure is high. We consider two reasons for this result. One is that long overtime work under strong work pressure may exhaust workers and reduce work engagement. The other is that the undermining effect has replaced the intrinsic rewards such as the fun things about work with the extrinsic rewards for objectives to reduce overtime work. There are two major theoretical contributions of this research. First, we use the concept of work pressure which allied studies have ignored in the Japanese work style context. Second, we find an adjustment variable that links overtime work and sense of meaningful work. The practical implication of this study is that changes in work style that strongly demand individuals to reduce overtime work may have a negative impact on the employees' work engagement. Rather than reforming work style by requiring individual workers to reduce overtime work, it is important for organizations to manage work allotment appropriately.

著者

高田 直樹

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.45, pp.54-66, 2020 (Released:2021-09-01)

参考文献数

40

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This paper aims to investigate the effect of deviant inventors on producing novel invention. So far, many studies have suggested the existence and merits of research and development activities without formal organizational support. However, with a few exceptions, the antecedent factors and effects of deviant behavior have not been sufficiently distinguished. Using data of patents applied by Nippon Telegraph and Telephone Corporation (NTT) we investigated the relationship between inventors “degree of deviation” and “novelty of invention”. As a result, we showed the inverted U-shape relation between inventors “degree of deviation” and “novelty of invention”. That is, outputs of inventors with moderate deviation are likely to be more novel than those of inventors with low/high deviations. On the other hand, inventors with a high degree of deviation are prone to produce rather incremental invention. This result can be interpreted as the problem of resource availability, which means that deviant inventors cannot enjoy the advantage which is able to gain in official projects. This finding contributes to the research stream on inventor’s deviance from two perspectives. The first is that this research indicates the importance of focusing on “the degree of deviation”. As suggested by previous studies, we should grasp various types of deviance behavior. Second is that this study may update our knowledge about the impact of inventor’s deviance. Although previous studies expect deviant inventors to be the source of technological breakthroughs, this study suggests the limitation on such arguments.

著者

小本 恵照

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.42, pp.40-51, 2019 (Released:2020-03-26)

参考文献数

36

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Entrepreneurship scholars have studied start-ups for decades, and have identified various factors that affect their performance. However, previous studies have the following two drawbacks. First, most of them have not examined the configurational effects of certain factors on business performance. That is, they estimate only independent and symmetric effects using regression analysis. Second, most studies have analyzed start-ups only with business histories of more than 10 years. In this study, I analyze the antecedents of the performance of start-ups within 28 months of their establishment. I consider six features of an entrepreneur: (1) age, (2) growth orientation, (3) funds at the start of their business (4) business experience, (5) the form of the firm, and (6) risk-taking behavior. To analyze the complex interactions among these features, I explore configurations leading to high or low business performance using fuzzy-set qualitative comparative analysis. The results indicate three configurations for high performance and three other configurations for low performance. The high performance configurations show that growth orientation, as well as funds and business experience, are required for business success. However, the configurations also indicate that young entrepreneurs exhibiting both growth orientation and risk-averse behavior can succeed, even if funds and business experience are low. The low performance configurations indicate that unsuccessful entrepreneurs tend to start their business without establishing companies. In addition, these configurations show that when entrepreneurs are not young and growth orientation and funds are lacking, these factors, coupled with other conditions, cause low business performance. These results indicate that some of the six features have asymmetric and complex effects on business performance of start-ups, leading to high or low performance.

著者

木村 誠 根来 龍之

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.23, pp.98-111, 2009-05-25

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To succeed in content business in fields such as broadcasting, comics, hobbies, movies, novels and video-games, content business players must solve the problem of "the chicken and the egg." They must decide which content to prioritize in the market: the goodwill value of the original contents as a potential asset or the economic value of the derivative contents. This paper focuses on the cyclic structure which includes the goodwill value of the original contents and the economic value of the derivative contents. This cyclic structure seems to be one mechanism of the development (expansion of distribution scale and sales) of the content ecosystem consisting of both original and derivative contents. Examining the modeling of the cyclic structure using a causal loop diagram of the system dynamics, we show the logic of the pseudo-mutually-complementarity between contents. This logic could be a factor that the rights holders and its licensers be in the control of the causal loop in order to attain the overall growth. Connecting the various contents across different media and industries, the induction of the pseudo-mutually-complementarity between contents can add higher value to the contents and also support for developing the overall value of the content ecosystem. After analyzing the case of "Pocket Monsters Advance Generation," we propose a new original-derivative content loop model. This model consists of four causal loops based on the four product types of content cost structure (deficit, lower, middle, superior), and each loop includes distribution opportunities and the induction of the pseudo-mutually-complementarity between contents. We argue that content business players, such as licensers and licensees of an original content, should keep ones' view of virtuous cycle of the original-derivative content loop model-inspired, and selectively manage in order to the induction of the pseudo-mutually-complementarity between contents.

著者

浦 倫彰

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.48, pp.42-57, 2021 (Released:2022-12-16)

参考文献数

43

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Research on continuous change is progressing. However, research on the “process” of how to realize radical change is comparatively underdeveloped. Existing theories of change do not fully explain the observations from our qualitative research; however, some researches suggest the process of realizing radical change in continuous change. This paper studies the process of realizing incremental changes that do not have a clear intention in advance to realize radical change. An organization with strong organizational inertia is the subject of this analysis. A real life example in forming, a process to realize a continuous change can be seen in the case of the Sabae city government. The engagement in the Kawada area has brought about changing values in the Sabae city government and its environment. Following the initial small changes in the Kawada area, unintentionally fostered a radical change. My results indicate that three key findings. First, the radical change was unintentional and was caused by an accumulation of two types of incremental change. Second, there are two types of incremental change. One is incremental change through the switch of the context, and the other is incremental change through the expansion of the management agency. Finally, this process was achieved by using a “boundary spanner” at every stage. This article concludes that the process of realizing continuous radical change is the “change process model through expanding the management agency and switching the context.”

著者

中川 充

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.48, pp.18-30, 2021 (Released:2022-12-16)

参考文献数

48

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This study uses structural equation modeling to examine the relationships between subsidiary management strategies, inward and outward collaborations, and knowledge creation in emerging markets. These relationships were tested using survey data from 118 Japanese multinational corporations (MNCs) based in Asia. The results revealed a significant influence process model as follows: autonomy → outward collaboration in the local environment → knowledge creation in emerging market subsidiaries. Thus, autonomy, one of the most important subsidiary management strategies, was positively related to knowledge creation in emerging markets. Conversely, although socialization had a positive impact on inward collaboration between the MNCs, the strategy had no direct impact on knowledge creation. Furthermore, inward collaborations within the MNCs negatively influenced knowledge creation. These findings provide insights on the conflicting views emerging from previous studies on the relationship between subsidiary socialization and knowledge creation.

著者

三輪 晋也

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.25, pp.15-27, 2010-04-30 (Released:2017-08-01)

参考文献数

21

被引用文献数

1

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This paper's purpose is to examine empirically whether the increase in the number of outside directors positively impacts Japanese firms' long-term performance. Most prior research has analyzed empirically the relationship between outside directors and Japanese firms' performance by conducting cross-sectional regressions. Although those studies show that the percentage of outside directors on Japanese firms' boards is positively related to firms' performance in one year, they do not reveal how that percentage influences those firms' long-term performance. This paper investigates this relationship by using panel data for firms listed on the first section of the Tokyo Stock Exchange. The percentage of outside directors on Japanese companies' boards generally tends to be much lower than on American boards. One reason for this difference is that many Japanese managers have been reluctant to put independent directors on boards. Despite their desire to exclude independent directors, however, such managers recently have faced demands to increase the number of independent directors from foreign institutional investors, such as investment trusts and pension funds, which seem to think that independent directors matter in terms of boards' governance. My empirical result is important for considering whether these foreign investors' demands are reasonable. My empirical analysis shows that the percentage of outside directors does not influence Japanese firms' long-term performance. This result is not consistent with the results of prior research referred to above. This might be because outside directors are not really independent of managers in Japan because those managers, rather than shareholders, actually elect them, or because those outside directors are at a disadvantage when collecting in-house information needed to make managerial decisions, compared to inside directors, who have more firm-specific knowledge. My results do not suggest that outside directors necessarily play an important role in raising firms' long-term performance, or that they are appropriate monitors of Japanese firms' management.

著者

竹内 倫和 竹内 規彦

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.23, pp.37-49, 2009-05-25

被引用文献数

1

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There has been a growing attention among researchers and practitioners regarding how newcomers adjust themselves to their organizations that can be influenced by multiple factors including both pre- and post-entry factors of their organizational entry. In this study, we proposed an integrative model of newcomers' adjustment that subsumes pre- and post-entry factors on newcomers' adjustment. The model was then tested with our unique dataset collected from several waves of survey at different time points. This paper was organized into Studies 1 and 2 for examining pre- and post entry factors influencing newcomers' adjustment process, respectively. Firstly, our analyses in Study 1, using a cross-sectional survey data of 297 newcomers from 56 companies, uncovered that firms' early recruitment practice, especially advertising practice as perceived by newcomers during pre-entry period, was related positively to organizational commitment and negatively to turnover intentions among newcomers as of their organizational entry. Secondly, our findings in Study 1 clarified that an individual's career self exploration was positively related to his/her organizational commitment and achievement motivation to work after organizational entry. Thirdly, a structural equation modeling analysis of our longitudinal data in Study 2, including 74 newcomers' matched data collected at the first and second years of their entry, revealed that the degree of newcomers' organizational adjustment had increased over one year via the mediating effect of their mastery of socialization learning contents. Finally, our Study 2 also explored that firms' socialization tactics had facilitated the newcomers' adjustment via the mediating effect of socialization learning contents. Findings have contributed to extant career studies by proposing and testing a more integrative model of newcomers' socialization that includes both pre- and post-entry factors as predictors of their adjustment processes.

著者

柴野 良美

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.45, pp.81-94, 2020 (Released:2021-09-01)

参考文献数

40

被引用文献数

1

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This study considers the corporate philosophy of a company and attempts to verify the effect of organizational culture on corporate fraud through quantitative empirical analysis using text mining. The result of my empirical research using terms extracted by frequency analysis shows that companies with a stakeholder-oriented philosophy and a society-oriented philosophy have had reduced fraudulent activities. On the contrary, companies with a region-oriented philosophy have had an increase in fraudulent activities. The results of additional cluster analysis show that companies with social contribution and value creation philosophies have had a reduction in fraudulent activities. Companies with a philosophy of denying fraud do not show any significant fraudulent activities. The results of a quantitative empirical analysis indicate that corporate organizational culture may have an effect on corporate fraud. While previous research mainly analyzed the impact of governance systems on corporate fraud and recommended countermeasures, this research will make the following contributions. This study empirically shows that corporate culture can affect fraud. By using text mining of corporate philosophy as a proxy variable of organizational culture, the factors affecting corporate fraud were quantitatively analyzed. Further, it also empirically demonstrates what organizational cultures may have an effect. If corporate fraud is affected by organizational culture, simply changing corporate governance at the directorate level, such as to increase the total of outside directors is not enough to combat corporate fraud. I believe that the corporate culture of a company should be regarded as one of the governance mechanisms for the sustainable survival of the company.

著者

シン ハヨン 島貫 智行

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.50, pp.73-86, 2022-08-25 (Released:2023-08-26)

参考文献数

56

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This study aims to examine the impact of prosocial motivation on knowledge sharing and hiding in organizations. In this study, the term prosocial motivation refers to the desire to expend effort to benefit others at work. Knowledge sharing means providing knowledge and information to others. Knowledge hiding, meanwhile, refers to an intentional attempt to withhold or conceal knowledge even when requested by others, and includes three dimensions: evasive hiding, playing dumb, and rationalized hiding. Knowledge sharing is a desirable behavior in organizations but could be challenging to promote. Because knowledge is one of the resources that can be used to gain competitive advantages, employees often face the dilemma of choosing between personal and collective interests. If they are prosocially motivated, they would be inclined to share their knowledge with others. However, prosocial motivation does not necessarily promote knowledge sharing. Previous research has indicated that employees hide their knowledge not only due to malintent but also for prosocial reasons. To examine how prosocial motivation affects knowledge sharing and hiding in the workplace, we focused on the regulatory forms of motivation, specifically the autonomous and controlled forms in the self-determination theory (SDT). According to SDT, autonomous motivation promotes knowledge sharing and reduces knowledge hiding. Meanwhile, controlled motivation promotes knowledge hiding. We developed hypotheses about the relationships between such two forms of prosocial motivation, and knowledge sharing and hiding, and analyzed the questionnaire survey responses of 761 full-time non-managerial employees in Japanese firms. The results indicated that autonomous prosocial motivation (APM) is positively related to knowledge sharing, and negatively related to knowledge hiding, except rationalized hiding. Furthermore, they showed that controlled prosocial motivation (CPM) is positively related to all dimensions of knowledge hiding. We also discussed the study's theoretical contributions and implications for future research.

著者

平野 恭平 三井 泉 藤田 順也

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.48, pp.72-85, 2021 (Released:2022-12-16)

参考文献数

20

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This article focuses on the foundation phase of the Faculty of Business Administration, which was established in 1949 at Kobe University. It concerns books written by Yasutaro Hirai housed in the Kobe University Library for Social Sciences and analyses the scribbles in those books, which have seemingly been read by many students. These students scribbled all over the books during the limited period from the late 1940s to the mid-1950s. It appears as though the voices of the students from that time are revived through the scribbles. These include support for and criticism of Hirai, who had advocated business administration at the university since the pre-war days, as well as criticism from the standpoint of commerce, which he often mentioned in contrast with business administration. The article attempts to approach the history of the mentalities, focusing on the students, by taking up their inner voices from the scribbles and discovering how they perceived the foundation of the new faculty and a new academic discipline (business administration) as well as the fact that the teachers had mixed feelings about this matter. In modern society, the spread of the SNS has facilitated simultaneous, two-way communication between people. However, for students at that time, library books were one of the few mediums in which they could anonymously express their opinions and ideas to members of the same organization. The books became a place for communication, where those who saw such opinions and ideas could support or argue against them. Thus, library books can be said to have functioned as an SNS. The teacher who wrote the books and the students that read his books talked to each other directly through their life at university, including lectures, thought logically and wrote down their real opinions and feelings. Their scribbles are the traces of such real opinions and feelings and can be considered an “intellectual layer of traces” that has been read and added to over time.

著者

鄭 有希 竹内 規彦 竹内 倫和

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.27, pp.41-54, 2011-06-25 (Released:2017-08-01)

参考文献数

36

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The importance of employee development is increasing for establishing potential long-term competitiveness for firms. However, little is known about how a firm's investment in employee development, especially as perceived by employees, leads to an increase in employee work outcomes. We, therefore, highlight the concept of perceived investment in employee development (PIED), which can be defined as employees' belief that their organizations care about their well-being, career development, and personal growth by equipping them with new knowledge and skills. Specifically, drawing on social exchange theory and fit theory perspectives, we propose to examine the mediating role of person and environment (P-E) fit, such as person and organization (P-O) fit and person and job (P-J) fit, in how employees' perceptions of investment in employee development by organization leads to increased work outcomes, including job satisfaction, job involvement, and intent to stay. Additionally, we incorporated into the mediation process the moderating effects of career planning on the relationships between P-O and work outcomes and between P-J fit and work outcomes, as guided by a goal-setting theory. We tested the hypothesized mediational and moderational relationships using a sample of 144 Korean employees working for privately owned firms in Korea. Our empirical analyses generally supported the mediating effects of both P-O and P-J fit and the moderating effects of career planning in the process that relates PIED to improved employees' work outcomes, except for the mediating effects of P-E fit (i.e., P-O fit, P-J fit) on the relationship between PIED and employees' turnover intentions. We use the findings to discuss the role of P-E fit and individual career planning in the effectiveness of employee development practices that organizations offer. We also discuss the study's limitations and the direction of future studies.

著者

安藤 史江

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.44, pp.41-51, 2020 (Released:2021-06-16)

参考文献数

26

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This paper focuses on “diversity” management in Japanese firms, which forms the basis of work-life-balance (WLB) policy. When discussing diversity, these firms in many cases focus on the validity of affirmative actions to the minorities, such as women with children. However, two aspects are frequently missed; (1) every new policy has not only positive but also negative effects, and (2) negative impact of the policy to the majority of the organization can be sometimes larger than the positives. The effects of diversity management policy to the overall morale of the firms, including both minority and majority, are investigated in this paper. In this aim, this study made a questionnaire survey to 222 sales employees of 15 branches of a firm, which is just starting to improve WLB and thus its diversity. The questionnaire utilizes parameters such as, “heterogeneous acceptability” which measures personal tolerance to diversity, “visualization of work” which means how they feel the transparency of work-flow in their workplace, and “improvement feeling of workplace.” Comparing the 15 branches, a clear trend was found; in branches the more visualization of work is, the better improvement feeling is. On the other hand, visualization and heterogeneous acceptability showed no correlation, which suggest the latter is regarded as personality inherent to individuals. Then improvement feeling was compared with heterogeneous acceptability. In 8 branches which are less transparent in work-flow, less-heterogeneous acceptability members showed smaller improvement feeling of workplace. However, in the other 7 branches with higher transparency to work-flow, improvement feeling was higher regardless of the degree of members' heterogeneous acceptability. The questionnaire survey results show, if a firm (or branch) provides better visualization of work, even the members who have less heterogeneous acceptability can significantly improve.

著者

中川 充 中川 功一 多田 和美

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.36, pp.38-48, 2015 (Released:2017-03-23)

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This study aims to reconsider about the negative impact of organizational socialization on subsidiary companies of multinational corporations (MNCs). International research has repeatedly demonstrated that the process of organizational socialization when adopted in a foreign subsidiary setting has positive effects on various areas of its organizational performance. Hence, organizational socialization is largely used by a parent company as one of the tools for controlling a subsidiary. An analysis of six Japanese MNCs in the emerging markets reveals that organizational socialization has both negative as well as positive impact. Subsidiaries encounter difficulties in implementing strategies when they experience intensive promotion of the organizational culture of their parent companies. Considering the significant cultural and economic differences between the headquarters and the subsidiary, the subsidiary personnel cannot easily adapt the parent company’s culture to their local workplace environment. From these considerations, we add a new understanding about the influence of organizational socialization and give a proposition that organizational socialization brings a tradeoff between knowledge transfer and subsidiary innovativeness.

著者

宮尾 学 原 拓志

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.33, pp.61-72, 2014

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In this study we will explore a case of innovation to examine the re-invention process. Re-invention is defined as modification by users of a technology during the diffusion process. Previous research on re-invention has had three problems: there was insufficient explanation of the reasons behind the modification of technology by users, innovation was researched independent of users, and it overlooked non-user agents and other structural/material factors that have an influence on the re-invention process. In order to overcome those problems, we will apply the social shaping of technology approach in case analysis. We will also examine the applicability of this approach within this area of research. We chose to analyze the case of smart card innovation (contactless IC cards used instead of railway tickets). This case study reveals the re-invention process during the diffusion of contactless IC card technology in which multiple users modify the technology and create different smart card systems. In the process of re-invention, important roles are played not only by user organizations, but also by other non-user agents such as railway passengers and local associations of transportation companies. In addition, those interactions of agents are constrained or enabled by structural factors including competitive structure, relevant laws and regulations, regional differences in temperament, as well as by material factors such as existing facilities in railway stations and whether there are dedicated machines for adding money to the smart cards. User organizations re-invent contactless IC card technology through the interactions of those factors. Therefore, innovation does not diffuse in only direction, but is reciprocal among organizations. This case study shows that, in the process of re-invention, innovation shapes users and that users also shape innovation based on interactions among various agents and structural/material factors. Such idiosyncratic interactions create the variations in technological systems during the diffusion process. Additionally, our study will demonstrate the applicability of the social shaping of technology approach to analysis of the re-invention process.

著者

關 智一

出版者

日本経営学会

雑誌

日本経営学会誌

巻号頁・発行日

no.5, pp.38-49, 2000-05-30

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It is considering that generally the technology strategy of the MNE (Multinational Enterprise) is "Technology Development Strategy" such as marketing and R&D. But, originally that technology strategy is a general term of "Technology Development Strategy" and "Technology Control Strategy", and we specially tend to forget the latter's existence. Then, the flow of the technology strategy of the U.S. MNE can be explained as a circulation phenomenon of that two-technology strategy historically. For example, the technology strategy of the U.S. MNE was "Technology Control Strategy (Global Patent Strategy)" from the 1960's to 1970. In those days, the U.S. MNE had worldwide technological predominance, and it was the purpose of being important to appropriate fully the returns that could be earned from the development technology. The technology strategy of the U.S. MNE changed from "Technology Control Strategy" to "Technology Development Strategy (Global R&D Strategy)" from the 1970's to 1980. In those days, the technological predominance of the U.S. MNE collapsed because a new MNE in Japan and West Germany (those days) began to gain power. For that reason, the U.S. MNE had to develop a new technology in a new method. Then, "Technology Control Strategy" is restored from the 1980's to 1990. The U.S. MNE began to aim at appropriating new development technology again because it succeeded in development of software and information technology (IT). In this paper, the flow of the technological strategy of this U.S. MNE can be named "Technology Strategy Cycle". And, the U.S. MNE had this initiative of "Technology Strategy Cycle" all the time. For example, "Technology Strategy Cycle" of the U.S. MNE keeps being followed by a new MNE in Japan and Asia as it is. In the practical use side, it is said that "Technology Hegemony" of the U.S. MNE is going on at present, too.

著者

佐々木 将人

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.29, pp.41-53, 2012

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This paper examines the effect of horizontal coordination mechanisms on coordination activity in organizations and the moderating effect of organizational differentiation. In classical research, such as the contingency theory of organizations and information processing view, horizontal coordination mechanisms are effective coordination devices for organizations. In particular, to integrate differentiated functions, horizontal coordination mechanisms are treated as crucially important. However, recent studies indicate the cost of these coordination mechanisms and emphasize the importance of organizational consensus. Based on these theoretical gaps, this paper investigates the relationships among horizontal coordination mechanisms, organizational differentiation, and organizational performance in the SBUs of Japanese companies. The result shows that (1) horizontal coordination mechanisms have a negative impact on organizational coordination activity, (2) increasing functional differentiation strengthens this relationship, and (3) increasing hierarchical differentiation weakens this relationship. These findings indicate that the functions of horizontal coordination mechanisms are different in SBUs and functional organizations.

著者

足代 訓史 木川 大輔

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.51, pp.3-17, 2022-12-20 (Released:2023-12-23)

参考文献数

31

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The purpose of this paper is to discuss the problems posed to platform (PF) firms by the myopic pursuit of scale in the PF business from the perspective of the inertia that acts on PF firms in response to changes in the external environment, such as the shift in generic technology and the emergence of substitute products. Specifically, this paper examines the question of why and by what process PF firms in the information market, once having secured a sufficient number of users and complements (content) in the market, eventually end up losing users and revenue. In this paper, a case study is conducted to analyze Cookpad, a consumer-generated media (CGM)-type PF business, and a video recipe service provider that is new to the market in the online cooking recipe service market. The case analysis pointed out the existence of the following two types of inertia as problems that arise when PF firms try to expand their scale of business in response to the environmental change of increasing demand for video recipe services brought about by changes in generic technology. In other words, this paper suggests that two types of inertia, (1) the cognitive inertia of management and (2) inertia due to accumulated capabilities, may have worked against Cookpad and prevented the company from adapting to the changing environment. This indicates that the inertia created by the myopic pursuit of business scale by PF firms with market positions may delay adaptation to any changes in the environment and actually create a gap in the market that allows other parties to take advantage. For PFs with a market position, complements to their strengths can be a cognitive constraint for new business development. In particular, it is difficult to manage the content contribution activities of complements in the information market PF. Therefore, problems may occur in PF when scale is expanded.

著者

大森 信

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.42, pp.27-39, 2019 (Released:2020-03-26)

参考文献数

29

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This paper attempts to historically reveal why Japanese companies have long emphasized cleaning, sorting, and organizing activities. Simultaneously, we explained theoretical significances in Japanese companies' valuing these activities from a management perspective. We have studied the relevance of cleaning, sorting, and organizing in Japanese companies by retrospect, through older documents, articles, or companies' in-house publications. We have also described how Japanese companies have historically solved their problems through cleaning, sorting, and organizing in their growth processes or continuing their business when facing various business issues, as they rename such activities as either 3S or 5S. Specifically, we studied the history of Japanese companies as private companies were initiated, and had to compel large numbers of employees who lacked discipline to work diligently. These companies had to decrease expenses after a major economic depression, improve worksite safety after work accidents and deaths often occurred, and improve productivity under harsh international competition with European and American companies. This paper has demonstrated that Japanese companies' managerial perspectives have incorporated a means-based management, which values cleaning, sorting, and organizing as a social practice. This management perspective has focused on specific measures toward cleaning, sorting, and organizing; for example, companies may discover new goals to foster the means, or solve their problems by utilizing such means according to their economic situation or current trends. We illustrated a meansbased management perspective contrary to the dominant perspective, which involves deciding the goal first and subsequently choosing from various means to achieve it. These two concepts contrast one another, yet are neither mutually exclusive nor opposing; rather, we would point out they are mutually complementary. Under stable circumstances, in which purposes can be easily decided in advance, purpose-based management ―which is dominant today― would be more effective and efficient. However, means-based management, based on social practice beyond time or location, would be highly effective in critical situations, or under highly uncertain circumstances. We would like to highlight, in other words, the danger of over-emphasizing either purpose-based or meansbased management.