- 著者
- Maurice Dawson
- 出版者
- The International Academy of Strategic Management
- 雑誌
- Journal of Strategic Management Studies (ISSN:18839843)
- 巻号頁・発行日
- vol.10, no.1, pp.19-28, 2018-10-22 (Released:2018-10-30)
- 参考文献数
- 38
The fourth industrial revolution is referred to as Industry 4.0. The current trend with manufacturing is automation and unparalleled levels of data exchange. To bring this trend to realization requires integrating the Internet of Things, Internet of Everything cyber-physical systems, cloud computing technologies, and more into manufacturing. Industry 4.0 involves a hyperconnected system that includes the smarter use of robotics to effectively and efficiently move to manufacture to new heights. With the use of all these technological systems, it is imperative to ensure that cyber security plays a role during the rise of this digital industrial revolution. In the United Kingdom, more than eighty manufacturing plants were hit by cyber attacks while threats in this specific industry have risen. The pitfalls of having hyperconnected systems leave an entire industry even more vulnerable than the traditional enterprise system design.
- 著者
- Hideyuki Kobayashi
- 出版者
- The International Academy of Strategic Management
- 雑誌
- Journal of Strategic Management Studies (ISSN:18839843)
- 巻号頁・発行日
- vol.14, no.1, pp.49-66, 2022-09-25 (Released:2022-09-25)
- 参考文献数
- 19
Toyota’s long-term refusal to seriously develop battery EVs has allowed Tesla and other companies to outpace it, causing problems with the company’s dynamic managerial capability. Toyota has subsequently changed its stance, adopting an “omnidirectional strategy” and shifting to a policy that focuses on battery EVs, while beginning to pursue competitors, using appropriate product and cost strategies. Toyota’s range and battery costs are believed to be about two years behind those of Tesla.Toyota has always had excellent management capabilities, including sound operations management and a well-structured management-control system. If Toyota can demonstrate its dynamic managerial capabilities by adopting appropriate product and cost strategies, it will eventually be able to offer cars that achieve the same performance as those made by Tesla and other automakers at a similar price. When such products compete on the same playing field, Toyota’s carefully cultivated reliability and durability could surpass those of Tesla. However, Tesla is rapidly improving its Ordinary Capabilities, so one cannot be too optimistic.
- 著者
- Jun Nakamura
- 出版者
- The International Academy of Strategic Management
- 雑誌
- Journal of Strategic Management Studies (ISSN:18839843)
- 巻号頁・発行日
- vol.12, no.1, pp.27-40, 2020-10-30 (Released:2020-10-30)
- 参考文献数
- 39
It has been a while since Japanese enterprises experienced downturns and faced issues due to low profitability. In the field of software, it is generally acknowledged that open source concepts are desirable in terms of both cost reduction and effectiveness. However, companies tend to have a certain degree of ‘psychological resistance’ to the use of open source tools. In comparison to western enterprises, Japanese businesses lag far behind in this regard.Therefore, referring to the case of Google, the author analyzed how open source can be used as an open strategy based on a framework comprising strategy and resources (capability). The author found that Google adopts both open and closed strategies. The open strategy makes sure that Google can thoroughly utilize contributions, and this provides a mechanism by which stakeholders can reduce costs and use Google apps without transferring money along the supply chain. The closed strategy clarifies which elements can be differentiated to maintain market competitivity and concentrates profit sources in these areas.The implication of this is that Google ambidextrously uses both open and closed strategies, and that the management responsible for the realization of these strategies is functioning well. In other words, the business model promoted by Google is admirable, comprehensively using both platform and dynamic capability strategies, thus combining sources of revenue and resources to make the most effective use of open source.
- 著者
- Tadahiko Kawai
- 出版者
- The International Academy of Strategic Management
- 雑誌
- Journal of Strategic Management Studies (ISSN:18839843)
- 巻号頁・発行日
- vol.10, no.1, pp.35-52, 2018-10-22 (Released:2018-10-30)
- 参考文献数
- 33
With the arrival of the era of IoT (and AI), many existing companies are in great haste to change their strategies and reorganize resources to grasp opportunities for starting new businesses, strengthening existing businesses, or defending existing businesses from the radical offence from companies which utilize IoT. However, because existing theories are unable to account for the unprecedented and simultaneous shift in strategy and resources, there exists no satisfactory approach which can analyze the emerging phenomenon and provide prescriptions for the companies rushing to adapt. For example, theories centered on strategy do not incorporate the concept of resources, and the dynamic capability (DC) perspective does not include a concept of strategy.In order to improve this situation, this paper proposes a theory of dynamic managerial capabilities (DMCs). DMCs consists of dynamic strategy capabilities (DSCs) and dynamic resource capabilities (DRCs). The former explains change in strategy and the latter explains change in resources over time. The DMC theory offers a basic approach to managing this new era of IoT, with some elaboration including that about platform strategy, and gives researchers a great opportunity to build and develop upon the theory.