著者

間 宏

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.13-25, 1966-06-20 (Released:2009-11-11)

著者

由井 常彦

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.25-31, 1966-06-20 (Released:2009-11-11)

被引用文献数

1

著者

高田 馨

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.32-41, 1966-06-20 (Released:2009-11-11)

著者

中川 敬一郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.41-50, 1966-06-20 (Released:2009-11-11)

著者

大塚 久雄

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.51-63, 1966-06-20 (Released:2009-11-11)

著者

栗田 真造

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.63-70, 1966-06-20 (Released:2009-11-11)

著者

桂 芳男

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.71-89, 1966-06-20 (Released:2009-11-11)

著者

米川 伸一

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.89-95, 1966-06-20 (Released:2009-11-11)

著者

井上 忠勝

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.96-104, 1966-06-20 (Released:2009-11-11)

著者

藤津 清治

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.104-108, 1966-06-20 (Released:2009-11-11)

著者

脇村 義太郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.1-2, 1966-06-20 (Released:2009-11-11)

著者

中川 敬二郎

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.1, pp.3-12, 1966-06-20 (Released:2009-11-11)

著者

箸方 幹逸

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.2, pp.p84-87, 1984-07

著者

大橋 吉久

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.6, no.3, pp.33-61, 1972-03-30 (Released:2009-10-14)

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Although a number of propositions have been made concerning the relationship between “ideas” and “interests”, the concept of “polar coordination” advanced by Max Weber is most persuasive. Otto Hintze summarized this concept as follows : “Wherever interests are vigorously pursued, an ideology tends to be developed also to give meaning, reenforcement and justification to these interests......And conversely : wherever ideas are to conquer the world, they require the leverage of real interests......”In industrially advanced countries, the demand for a certain commodity will result in higher price for that commodity. This will lead to the growth in the number of firms supplying the said commodity. This pattern will repeat itself in a number of different products. In this manner, enterprises will emerge to meet the rising demand for a variety of goods and services, and a greater degree of self-sufficiency will be achieved in the nation's economy. Thus there exists a “polar coordination” between such a pattern of economic development and “the economic individualism”, an ideology which postulates that the search for private profit will ultimately lead to the benefit of the society.In underdeveloped countries, when the demand for a certain commodity arises, it is imported from advanced countries. Under these circumstances, typically, indigeneous firms will emerge to manufacture these products, for which the market has been initially developed by the imports. This will lead to the replacement of imports by locally produced goods. This is an economic development by means of “import substitution”, and is precisely the process whereby a grater degree of self-sufficiency in the national economy was achieved in prewar Japan. On the other hand, entrepreneurs in prewar Japan were highly nationalistic, and this nationalism manifested itself in the form of “developing home industries and in so doing suppressing imports” (“yunyû bôatsu”). For theser easons, there existed a “polar coordination” between the nationalism and the economic development through import substitution in prewar Japan. In this context, the prewar nationalism played the same role in the Japan's economic development as the economic individualism has in the West.The auther sought to examine the foregoing in the context of the steel industry in prewar Japan.

著者

原 輝史

出版者

学術雑誌目次速報データベース由来

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.31, no.3, pp.1-46,1, 1996

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

牧 幸輝

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.51, no.1, pp.88-91, 2016-06

著者

韓 載香

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.50, no.2, pp.3-27, 2015-09

著者

大久保 いづみ

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.49, no.4, pp.25-51, 2015-03

著者

金井 一賴

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.50, no.3, pp.60-63, 2015-12