著者

中本 龍市

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.94-104, 2013-11-20 (Released:2017-08-01)

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This research examines the relationship between research mobilization and performance of basic research. We focus on the impact of resource mobilization through "a colleague of a colleague" on a focal researcher's performance. Reflecting experiences in daily life, people can understand that a person who can cooperate with "a friend of a friend" gain more benefits than a person who have a friend's cooperation. Innovation cannot be realized only by technology or ideas alone. Rather, innovation needs two different factors : "knowledge creation" and "resource mobilization" (Takeishi et al., 2008; 2012). Previous research has extensively discussed "knowledge creation" but few scholars treat "resource mobilization". Thus, this paper analyses the scope of resource mobilization. As Burt (2010) contributes to this research field and makes a network variable to measure "second-hand" network resources, we develop his research framework. Our working hypothesis is that researchers who can gain access to second-hand network resources, or "a colleague of a colleague", achieve more than researchers who cannot. We use patent data from Japan to examine our hypothesis. Our data contains 310 researchers from two second-tier pharmaceutical companies : Shionogi and Chugai. Results show that the effect of "a colleague of a colleague" has complex impacts on researchers' performance. From a structural viewpoint, the impact of a colleague is negative but that of "a colleague of a colleague" is positive, on the other hand, from a relational viewpoint, it leads to the opposite results. Project leaders in pharmaceutical companies face difficulties to integrate differentiated research teams in order to produce new drugs. In fact, several companies have restructured the internal research process. Our results suggest that they have to achieve a balance between first-hand and second-hand network effects and not to depend on one side only.

著者

伊藤 嘉浩

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.37, pp.15-28, 2016 (Released:2017-10-02)

参考文献数

31

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For this paper, five cases of new business development at Canon were studied and investigated to shed light on the logic for legitimizing the mobilization of key resources in the new business development process, and it was found that in four cases the logic was that endorsements had been received from other well-known companies or organizations. This paper emphasizes that the decision-making entity itself can deliver a process for legitimizing resource mobilization for a new business by referencing and utilizing social and political status, mainly because of the high level of trust placed in assessments made by well-known external economic entities. The analytical framework employed in this paper is Burgelman’s Process Model of Internal Corporate Venturing process model, and two areas are analyzed. These are championing, an important process activity in the aforementioned model, and legitimization as a project strategy. The objects of the survey were projects at Canon to develop new businesses, namely 3DCGs, rotary encoders, new types of semiconductor wafer, liquid-crystal color filters, and new types of speaker. Of these, I presented detailed facts concerning four cases the logic of which had been endorsed, and used a total of 10 examples from these cases to empirically verify them. For the investigation, I compiled the results of the analysis, discussed why such logic exists, and presented this logical model.

著者

舟津 昌平

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.39, pp.26-36, 2017 (Released:2019-09-03)

参考文献数

38

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This study examines how to legitimize innovation activities when a firm introduces a department promoting innovation (like R&D). Uncertainty is the nature of innovation and this produces various problems. Firms have dealt with such problems by setting up full-time departments in manufactures, but, there is a problem about mobilizing resources. Prior research has claimed that entrepreneurs have to legitimize their activities by getting collaborators in order to achieve mobilization. However, prior research still has problems: legitimation process convergent top-down legitimation, getting the cognition of authorities even though existing studies on the legitimation process and distinguish between top-down legitimation and manipulation strategy. Next, getting collaborators is regarded as a mere instrument for legitimation that doesn't have practical value. However, getting collaborators may have practical value in the front office of service providers. This study claims the importance of a front-based legitimation process, while prior research tends to pay attention to the top-down process. So the purposes of this article are (1) to reconsider the legitimation process by analyzing the case of setting up a new department (2) to examine the practical value of getting collaborators. This investigation is a case study. It is the case that MOS Food Services introduced the ‘Jisedai MOS development department’. The data sources are mainly a) 6 interviews with 5 people from MOS Food Services; b) participant observation of a collaborative program between the university and the firm; c) lectures and discussion with Mos Food Services. As a result of analysis, this study claims that top-down legitimation is not enough and front-based legitimation is more important when the front office has an important role to serve customers and resources are divided between money and others. In addition, the acceptance of collaborators may have practical value when various stakeholders can relate with innovation activities. This article is novel and original in analyzing the legitimation process from the view of the front office and pointing out the front-based process as well as the top-down process.

著者

松本 茂

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.47, pp.3-16, 2021 (Released:2022-09-21)

参考文献数

21

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Japanese enterprises began to expand into overseas markets in earnest at the beginning of the 21st century. This may be considered to be inevitable due to the simultaneous maturation of Japan's domestic market and development of emerging markets; the average ratio of manufacturing companies' foreign sales has been rising continuously during this time, reaching almost 40% in fiscal 2017. Japanese companies have been struggling with the issue of low profitability since the previous century; however, it is a question whether increasing the ratio of foreign sales helps resolve this problem. This paper uses financial data from fiscal 2001 through fiscal 2016 to analyze how the degree of reliance on foreign markets affects profitability. Examining data on a sample of 8,435 companies over 16 years, we observed a positive correlation between profitability and the ratio of foreign sales to total sales, which represents the degree of reliance on foreign markets. However, using a regression analysis to control for the effects of variables such as growth rate of sales and asset turnover ratio, the ratio of foreign sales is shown to negatively impact profitability at a significance level of 1%. Furthermore, when we divide the total sample for each year from fiscal 2001 through fiscal 2016 into two equal groups, based on their degree of reliance on foreign sales, there was a difference in profitability between the group with high ratio of foreign sales and the group with low ratio of foreign sales. For the group with low ratio of foreign sales, we confirmed more significant negative causality between profitability and ratio of foreign sales. On the surface, Japanese companies' overseas operations may appear to contribute to their growth and profitability, but, in fact, it is apparent that this is not the case with regard to their profits.

著者

Takashi Sakikawa

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.47, pp.17-30, 2021 (Released:2022-09-21)

参考文献数

39

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Researchers has had an interest in the role of culture in the use of high performance work practices in recent years. Yet, the effect of culture on high performance work practices and the resulting performance outcomes is under-researched and remains unknown. In order to fill this research gap, I examined the effects of culture on high performance work practices and one resulting workplace outcome (i.e. positive work climate) by focusing on organizational culture. I tested the hypotheses by drawing on evidence from local and foreign companies in Vietnam. I theorized and found not only the effect of an organization's collectivist culture on high performance work practices but also its indirect effect on positive work climate through those practices and the indirect effect conditioned by organizational form (i.e. domestic versus international firms). I performed supplementary analyses to explore cross-cultural differences by combining datasets from my prior U.S. and Japan surveys with a dataset from the Vietnam survey. A future research direction would be to collect data from multiple countries, including not only Asian countries but also Western ones, and to estimate the cross-cultural effects on the use of high performance work practices and the resulting work climate and other workplace outcomes among those nations.

著者

林 侑輝

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.47, pp.31-45, 2021 (Released:2022-09-21)

参考文献数

41

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The purpose of this paper is to analyze the strategies adopted by long-established companies for identifying the factors promoting their survival in hostile environments. While Japan has the world's largest number of companies older than a century, there is a scarcity of empirical studies using objective data about them. The majority of prior research is based on surveys of long-lasting companies and focuses on the commonalities of the subjective responses. On the contrary, this study collects financial information on survivors (firms that have remained in existence for more than 300 years) as well as bankrupts (firms that had moderate longevity but failed after the bursting of the bubble economy) from 1978 to 1992. We conducted a fuzzy-set qualitative comparative analysis (fs/QCA) using data from 18 listed Japanese firms to categorize the strategies of both the survivors and bankrupts. Analytical findings indicate that there are three categories of typical strategies adopted by the survivors. The first category consists of leveraging large assets along with a broad business domain to maintain an above-average growth rate even in unfavorable circumstances. The second category is different from the first and pursues stability and financial security due to its large scale and broad scope. The third category is growth-oriented and based on stable cash flow by relatively small but diversified companies. This analysis further reveals a typical pattern of bankruptcy. It is partially similar to the third survival strategy, but does not achieve commensurate growth with the expansion of its scope. To put it differently, a small to medium-sized enterprise aiming to realize long-term survival needs to implement an entrepreneurial survival strategy that involves moving into growing domains along with withdrawing from declining markets.

著者

潘 宝燕

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.47, pp.61-73, 2021 (Released:2022-09-21)

参考文献数

30

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Quality management is considered as a key factor in providing manufacturers with a competitive advantage. However, it is considered that research on quality management up to now has not fully grasped the flexible quality management of companies as seen in China by only emphasizing the normative quality management methods. In particular, the mechanism of what factors influence the quality management of a company, and how they produce different quality management for each company is not always clarified. In this paper, we proceed a case study based on the results of an interview survey from 18 Chinese companies, and try to present a more detailed analysis framework that can be used to understand the actual state of quality management of Chinese companies. Results show that firstly, the perception of quality by business managers of Chinese companies affects the way of companies' quality management (timing and implementation method). Second, corporate strategy, top management commitment, customer relationships, and quality regulation influence the perception of quality by business managers of Chinese companies. We conclude that Chinese companies do not have the only best quality management method. If the perception of quality by business managers of Chinese companies fits the quality management method, it is the optimal quality management method for the company.

著者

鈴田 祐介

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.47, pp.74-86, 2021 (Released:2022-09-21)

参考文献数

34

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In Japan, the Diagnosis Procedure Combination / Per-Diem Payment System (DPC / PDPS) has been introduced into most hospitals providing hyperacute and acute care. Given that background, the study described herein specifically examined the amount of change in hospitalization revenues related to the effects of official price revision, which are fundamentally undertaken once every two years. Conventional approaches used for earlier studies of medical practice revenues used patient-level data because personal attributes of patients and treatments administered to patients are distinguished. By contrast, this study adopts hospital-level data directed by DPC and estimates effects of official price revision more simply. For development of a theoretical model, two-step least squares (2SLS) was applied with two years as one period, referring to the method of factor analysis of medical expense variation. In first-stage analysis, to add effects of official price revision, “the estimator of mean of hospitalization revenue during the earlier period of the official price revision” was calculated and added as a proxy variable to an explanatory variable in the second-stage theoretical model. To analyze the DPC participating hospitals and DPC preparatory hospitals, Ministry of International Affiliates and Communications data for local government hospitals during 2010–2017 and Ministry of Health, Labor and Welfare data were matched for verification. The following results were obtained. First was that an appropriate coefficient was estimated for the rate of change in “hospitalization revenue” for the effect of official price revision. During 2012–2017, the revision had almost curbed medical expenses to “0” in local government hospitals. Secondly, results obtained using hospital unit data show that the rate of change in “hospitalization revenue” in the official price revision years increased slightly in a more positive direction than in the subsequent year. One can infer that this result is attributable to local government hospital management efforts.

著者

李 建儒

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.47, pp.87-100, 2021 (Released:2022-09-21)

参考文献数

29

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This article aims to reveal how the local alliance partner as knowledge accepter acquired and revised knowledge to achieve the strategic alliance success from knowledge transfer and knowledge adaptation perspectives. Besides, previous research about strategic alliance remained a question about revealing the qualitative method's alliance capabilities mechanism. This article proves that the knowledge transformation mechanism, which includes knowledge transfer and knowledge adaptation, as the mechanism of alliance capabilities to foster the strategic alliance. This article conducts the case study of FamilyMart in Taiwan. In the beginning, this article explains how the local alliance partner learned from FamilyMart in the process of knowledge transfer in 1988. Moreover, this article analyzes how the local alliance partner modified knowledge through observing the knowledge adaptation process. In 1994 FamilyMart achieved profitability by modifying information systems, production development, logistics management, and convenience store management. In conclusion, this article provides two findings. First, alliance learning has improved individual ability, and it has a positive effect on the knowledge transfer process. Second, local alliance partners' managers and employees modified knowledge to match the local institution, business environment, and market in the knowledge adaptation process.

著者

山﨑 喜代宏

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.47, pp.101-116, 2021 (Released:2022-09-21)

参考文献数

37

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The purpose of this paper is to clarify a mechanism whereby products with value dimension differing from those of existing products are continually developed, through case study of new product developments by firm that has, repeatedly, developed products that deviate from the industry's dominant product specifications. In previous researches, although value dimension conversion processes, conversion endpoints, and its organizational management have been investigated, research targets were limited to a single round of value dimension conversion. Therefore, this paper attempts to examine a multiple value dimension conversion mechanism using the case study of three products -EX-S1, EX-F1 and EX-TR100- developed by Casio Computer Co., Ltd. in the digital camera industry. The results shows that a firm-specific product view plays an important role in product development that leads to value dimension conversion. When the firm faces the competitive disadvantage in the existing value dimension, the discrepancy between the existing product development and the firm-specific product view becomes apparent. This causes the product development based on the existing value dimension to reconsider and leads the product development based on new value dimension. In addition, the firm-specific product view provides product developers with criteria of product development when they attempt to create new value dimensions, and they refer to the firm-specific product view to determines the priority among the product components. In addition, this research indicates that product development organization that enables continual value dimension conversion keeps flexibility of human resources low and continuous commitment of leaders and members to the product development last for a long time. This organizational management makes it possible to share the firm-specific product view throughout product development organization, and two product development projects, value dimension improvement products and value dimension conversion products, can coexist within one product development organization.

著者

宮本 琢也 安田 昌司 前川 佳一

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.30, pp.16-26, 2012-12-28 (Released:2017-08-01)

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This paper focuses on Sanyo's case of engineer transfer between a corporate R&D and a manufacturing division and discusses how an interactive collaboration between the two divisions should be. Rechargeable battery market is somewhat unique in experiencing two of the major technology transitions in the 1990s. In this kind of the transition, particularly in terms of management of technology, it is extremely critical for a corporate R&D and a manufacturing division to collaborate closely, like taking care of both old and new technologies and making decision of shifting from the old to the new. This research focuses on the R&D management of Sanyo Electric Company in the 1990s. First, to address the case, two of the technical transitions are illustrated in terms of the imperative background to analyze, like an overview of the rechargeable battery market and the competition among Sanyo Electric and the other companies. Second, this paper analyzes the R&D activities in both corporate R&D and manufacturing division and the personnel transfer between the two divisions. One of the findings regarding personnel transfer is leaving the senior engineer in the corporate R&D, meanwhile transferring younger up-and-coming researchers to the manufacturing division. This fact leads to the discussion of how this interaction contributed to the outcome from the collaboration between a corporate R&D and a manufacturing division in a dynamic technological transition. Consequently, this paper found that a dynamic interaction functioned to offer solutions to the manufacturing division by ; younger engineers to facilitate the transfer of technology to the manufacturing division, while senior engineer left in the R&D division to explore new applications and to fine-tune technologies at R&D to customers' requirements consistently. With this combination of engineering team, Sanyo was able to manage the technology transitions tactfully.

著者

三橋 平

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.46, pp.5-11, 2021 (Released:2022-05-18)

参考文献数

2

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In the 2020 Annual Meeting, the Japanese Academy of Business Administration kindly offered me an opportunity to explore my ideas regarding globally-standardized research practices in the field of management studies. In my presentation, I made the following four points: (1) what is the globally-standardized research practice?, (2) how did it start and develop?, (3) how should we assess its superiority compared to other research approaches?, and (4) what would be potential implications for scholars in Japan? In this paper, I present a brief summary of my presentation and reflections of conversations with other presenters and participants at the meeting.

著者

鈴木 竜太

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.46, pp.32-40, 2021 (Released:2022-05-18)

参考文献数

2

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This paper discusses the question of whether Japanese management studies lags behind the world in terms of global and local. The global and the local in management studies can be considered from three points of view, and the significance and meanings of local research in global studies is discussed. It also discusses the possibility that Japanese management studies can contribute to global management studies through the pursuit of local research, rather than just the figure of the local lagging behind the global.

著者

藤田 誠

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.46, pp.52-59, 2021 (Released:2022-05-18)

参考文献数

22

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In the field of management research, although the number of quantitative studies has grown, we lack a robust theoretical and conceptual framework. Thus, we need to develop and advance theoretical construction in this area. In this paper, I suggest that we reconsider the scientific qualification of quantitative studies in management research and understand the usefulness of mixed methods for developing research. With reference to discourses regarding the philosophy of critical rationalism, we see that inductive reasoning from a singular statement, such as the description of an observation or experiment, to universal statements, such as a theory, is not logically justified. In contrast, neo-pragmatists insist that the difference between analytical and comprehensive propositions is obscure because it is impossible to define concepts in the former. Therefore, we can use inductive methods in management studies, although we still need to offer logical reasoning for business phenomena. In scientific discovery, the method of abduction starts with observations and then attempts to find the most likely conclusion from the observations. It is a logically false reasoning method, but has been adopted by many scientists in the course of the development of natural science. This method has also been adopted by management scholars. The mixed methods approach is a way to execute abduction studies, a combination of quantitative and qualitative data collection and analyses. In triangulation design, quantitative and qualitative methods are used within a time framework. Furthermore, while embedded design employs qualitative methods in quantitative methods or vice versa, explanatory design conducts quantitative methods followed by qualitative methods. The latter performs quantitative analyses after qualitative research. It is the only way to conduct research in areas of study which are underdeveloped.

著者

上林 憲雄

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.46, pp.60-68, 2021 (Released:2022-05-18)

参考文献数

14

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Japanese scholars in business administration should aim broadly for “business administration as academics” which includes science and recognizes its limitations, rather than “business administration only as science.” At that time, for the time being, it is necessary for us to: (1) understand the complexity of management phenomena exactly; (2) fully consider the transmission medium and destination of research results; (3) avoid an overwhelming research attitude; (4) establish a system to be secured freedom and originality in research activities; and (5) motivate researchers to find the research itself really interesting. In the world of academic research, it is not possible to simply certify major current research groups as “standards” at this time. Rather, non-standard or special, individual research that is initially rejected and not recognized by others is the driving force for the long-term development of scholarship. In general, academic research including the natural sciences should have such a character, but in the case of business administration research that includes analyses of society and human beings, the idea that “standards” should be determined and aimed at is dangerous. Needless to say, there are many excellent studies in Japanese business administration research, and even if there are some inadequacy of overseas transmission, just because they are not listed in the “university rankings” published by the Times Higher Education, Japan’s research standards in the study of business administration are by no means behind those of the US and Europe.

著者

伊藤 嘉浩

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.34, pp.87-99, 2014-12-10 (Released:2017-08-01)

被引用文献数

1

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The purpose of this paper was to shed light on the processes through which companies formulate superior business models by conducting a case-study analysis of Askul, a new business launched by Plus Corporation that is well known for having a superior business model. Another aim was to help Japanese companies to rebuild their organizational capabilities by learning about the remarkable success story of a new business that was launched before such concepts such as resultism and individualism had taken root. For the paper, people involved with the new business at the time were interviewed, and it was found that the Askul's business-model creation process was as follows: (1) learn from the failures of other businesses in their early stages, (2) craft a basic analytical plan in advance, (3) craft a detailed analytical plan in advance, (4) verify viability by launching the business on a small scale, (5) devise an emergent business model, (6) obtain approval for and implement the emergent business model despite opposition from inside and outside the company, and (7) get into the black and expand the business. Of these steps, (1) and (5) were discovered in the course of producing this paper; they had not been proposed in previous studies. One of the main achievements of this paper was that it showed that the emergent business model contributed to the creation of the eventual business model and the success of the business. This case analyzed for this paper also showed that the absence of excessive resultism or individualism, which is often seen at Japanese companies nowadays, was important in the creation of the business model.

著者

長内 厚

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.19, pp.76-88, 2007-04-30 (Released:2017-08-01)

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Excellent technology will be the one of key issue for business success. The customers, however, cannot judge the excellence by the technology itself immediately. They just enjoy it as features of a product. Therefore, it's important for business result that technology development activity is integrated with business activity. Through an empirical study of Taiwanese semiconductor industry at the first stage, this paper shows that definite business plan of the upper R & D division facilitates integration between technology development and business activities. Industrial Technology Research Institute (ITRI) was established at Hsinchu area in 1973 by Taiwanese government. Through ITRI's activities to develop semiconductor technology, ITRI had not make only new technology, but they had held their own business plan. Their plan shown into the industry gathering in Hsinchu Science based Industrial Park (HSIP) integrated technology development and business activities. As the result. Taiwanese industry could get competitive advantage in the world market.

著者

犬飼 知徳

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.15, pp.3-14, 2005

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The aim of this paper is to show the trap which the explanation of earlier studies of the organizational decline have and to suggest the direction about model building to overcome it. The earlier studies have a problem. They did not clarify the causal mechanism of organizational decline. Therefore they could not show how an organization recovers from decline. Of course some studies tried to account for the causal mechanism in earlier studies. But they have a trap which made it hard to explain the organizational decline. The trap comes out when we assume that the actors in their models would be reflective. This trap makes it hard of earlier studies to explain the organizational decline. This is because the actors have time enough to reflect why the organization declines. If the actors have time enough to be reflective, the earlier studies does not show the mechanism to explain why the organization does not recover from the decline. It is the lack of the mechanism that is the trap which the earlier studies have. This paper suggests a way of approaching it. According to the way, we tried to reinterpret The Innovator's Dilemma. This reinterpretation shows you that the combination of actions of many actors made the decline.

著者

中瀬 哲史

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.39, pp.78, 2017 (Released:2019-09-03)

著者

内田 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.37, pp.51-63, 2016 (Released:2017-10-02)

参考文献数

41

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This article investigates how Japanese firms deviate from a diffusing corporate governance practice—holding their annual shareholder meeting in the same date with other firms. Prior to the late of 1990s, despite making it impossible for shareholders who have stocks of multiple firms to attend annual shareholder meetings of firms they invest, such a practice was common among Japanese firms. However, after the late of 1990s, some Japanese firms have deviated from the diffusing practice by changing their annual shareholder meeting date. In this article, using a longitudinal dataset on the annual shareholder meeting of the Japanese firms in the period of 1995 through 2004, I examine the antecedents of the deviant behavior by Japanese firms and find (1) that foreign shareholders encourage firms to deviate from the practice, (2) that organizational misconduct (in this context, payoff scandals) leads to deviation from the practice not only by perpetrators of payoff scandals but also by industry bystanders—firms that do not involved in the payoff scandals but are in the same industry as perpetrators, (3) that as the number of deviations in the same industry increases, firms are more likely to deviate from the practice.