著者

西郷 幸盛

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.59, pp.四四-五五, 1989-09-01

著者

赤尾 充哉

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.27-38, 2012

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In this article, I examine the theoretical change of D. J. Teece, an advocate of Dynamic Capabilities Framework, by exploring its problemshifts. In early literatures, Teece introduces Williamsonian Transaction Cost Economics in order to explain the tendency of multinational or diversified firms to internalize their activities. However, from the perspective of complementarity, Transaction Cost Economics alone is not a sufficient solution to the problem. Therefore, he subsequently proposes that the factors of internalization should also include the costs of transferring knowledge, in addition to transaction costs. (Teece I) However, the concept of Teece I alone is still insufficient to explain the limitations of internalization and fails to describe how firms can or cannot respond to issues pertaining to innovation or environmental changes. To address these problems, Teece proposes that constraints rooted in path dependencies behave as an incentive for firms to externalize, and that organizational learning designed to broaden capabilities of firms could facilitate the utilization of external resources or capabilities and ultimately enable firms to adapt to environmental changes. (Teece II) Critics of Teece II, however, argue that broader learning alone does not enable firms to adapt to uncertain and rapid environmental changes. To address this point, Teece states the significance for firms to explore (or shape) and exploit future opportunities. Moreover, he proposes that firms should design intra-firm organizations to be nearly decomposable, which could allow them to shed path dependencies and increase the entrepreneurial abilities of members; firms should also build inter-firm institutions that could enhance the usage of external resources or capabilities. (Teece III) As summarized above, Dynamic Capabilities Framework is closely related to Transaction Cost Economics both historically and in substance. Both Teecian Dynamic Capabilities Framework and Williamsonian Transaction Cost Economics examine the issue of comparative institutions on the premise of interdependency and bounded rationality. Teece, however, attempts to describe comparative institutions in greater detail by taking into consideration interdependency and bounded rationality as beneficial factors, whereas Williamson argues the difference between markets and organizations by regarding interdependency and bounded rationality as a factor of unproductive rent seeking.

著者

海道 ノブチカ

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.63, pp.142-147, 1993-09-01

著者

目崎 憲司

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.10, pp.二〇七-二二六, 1936-05-05

著者

松尾 睦

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.2, pp.56-69, 1998-03-10

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Although a great deal of effort has been made on the analysis of the cognitive side of organizational life, little is known about how the members interpret organizational change. This paper applies the attribution theory to the organizational change study. The purpose of this research is to investigate how the causal attribution of an organizational change affects an attitude toward change, and to examine the moderating effect of the organizational schema on the relationship. Using a questionnaire survey, 180 employees (113 firms) who experienced a planned organizational change in their firm were asked about their interpretation of the change. The findings were as follows: First, two types of causal attribution influenced the attitude toward change. That is, the more a person interpreted that an organizational change took place because of a member's power and not of conflicts in the firm, the more his/her attitude toward change became positive. Second, an organizational schema moderated the relationship between the causal attribution and the attitude toward change. That is, the positive relationship between the attribution to member's power and the attitude toward change was identified only among persons who had the innovation-schema for their firm. Third, the contents of an organizational change did not show strong effect on the causal attribution. Theoretical and practical implications and suggestions for future research are discussed.

著者

亀岡 京子

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.21, pp.56-67, 2008-04-20

被引用文献数

2

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This paper explores how and why an innovation, which originated with a failure of a certain company's R & D to deliver a successful breakthrough product, had been created through a research outcome transfer between companies without any collaborative alliance. Recent years, many literatures have discussed the "Open Innovation" which creates value by organically integrating outside ideas into inside firms. Traditional innovation was created through such a closed cycle that investing in corporate R & D for new technology and increasing the sales and profit would render continuous R & D investment to the firm. Many companies, however, have found traditional innovation unsustainable due to the change of environment around market and R & D. Then, one question is if some breakthrough product is invented and developed through open innovation, does it necessarily require any collaborative relationship? Under such a research question, a successful case of R & D for hypertension drug was picked up to investigate the process and the mechanism of open innovation at Takeda Pharmaceutical Company. As a result, the firm had once found a brand-new and potential basic skeleton of chemical compound, but failed in a productization. Before that, Takeda had already filed the patent application and an overseas chemical company DuPont referred to the registered patent when it was open. Not knowing the Takeda's failure, DuPont had attempted to develop the chemical compound to squeeze through the problem due to some experience and knowledge about the mechanism of the research outcome. A few years later, DuPont made a presentation at an international conference, allowing Takeda to know their invention. Takeda had immediately restarted the project to find better chemical compound. Although another 60 companies all over the world also joined this competition, Takeda successfully found better one due to the abundant experience. Now, the sales of the product have marked the top position in the Japanese medicine market for all diseases.

著者

水野 由香里

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.13, pp.17-33, 2005-03-20

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The aim of this article is to discuss the dynamism of ba. Though there are varying definitions of ba by different researchers, in this article it is defined as an inter-firm relationship structure formed by a leading SME (small and medium-sized enterprise). In this interpretive theoretical model, the ba is initially constructed by a core SME in order to achieve its own business strategy. However, as the ba grows and develops, the member firms of ba tend gradually to conduct coordination in spontaneous manner without relying on the core SME and without loosing their own management autonomy. For the illustration of the model, this article presents a case study of ba which was first initiated by TOSEI-ELECTROBEAM and now includes 13 SME members in Tokyo Tama area. The more detailed internal mechanism of ba development could be framed in the following processes. The development process of ba is based on 1) capability of the core SME generated from its own past experience, 2) its business strategy and strategic position, 3) its role played in settlement at the time of early stage, 4) change its role with growth of ba and generation of the new mechanism inside. Based on the case study, following facts and implications are revealed. First, in former times of the ba formation, the core SME, with accumulated internal capabilities, plays a critical role in not only organizing and managing groups but also building technological knowledge and skill of its own. The extent of efficiency of a particular ba may vary according to these mechanisms. Second, the mechanism of ba development includes potential change. The case study presents that in the early stage the core SME had great leadership and control of ba, but other members gradually became autonomous and generated capability to coordinate ba dynamism, rather than just remaining passive and static. The key element of this phenomenon is that the core SME not only foster other members but also encourage them to act spontaneously based on its past experience. The case study shows that there are three important implications to make the dynamism; 1) not to control member firms in rigid structure like vertical integration, 2) to encourage them to make spontaneous actions, 3) ba being economic and effective for every member.

著者

小沢 貴史

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.12, pp.62-76, 2004

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Business administration has made rapid progress as the practical science. It tends to discuss mainly with managerial phenomenon of growing companies, markets and industries. But it tends not to discuss with managerial phenomenon of maturing or declining markets and industries as if they lack appeal for study. It is a long time since Japan reaches the mature society and economy. In such situation, we suppose that we need to investigate managerial phenomenon of not only growing but also maturing or declining markets and industries. By investigations of managerial phenomenon of maturing or declining markets and industries, we should find the key for avoiding decline firms which drive for long-range survival and growth, and getting rid of stagnation. This paper focuses on "the phenomenon of Market Revitalization", which transform regrowth stage from maturity or decline stage of market evolution. Based on previous researches, we search some germs of new paradigm for anatomizing the mechanism of market revitalization. We advocate "The theory of Market Revitalization", which get down to understanding the interaction with firms and market in which firms enter. The new paradigm is presumed on the logic of environmental determinism, which changes of market environment determine firm's strategy and action. But this logic doesn't dominate the new paradigm. The new paradigm emphasizes on the logic of environmental determinism and environmental formation. The logic of environmental formation focuses the aspect that firm's strategy and action form market environment toward evolution. The theory of Market Revitalization focuses on the interaction with firms and market in which firms enter. And it aims for coevolution them. It suggests great ripple effects by new directions of innovation and innovation's intensification through interlocking of actions which entering firms compete or cooperate in market.

著者

小沢 貴史

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.14, pp.92-105, 2005

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This paper focuses on "the phenomenon of Market Revitalization", which transform re-growth stage from maturity or decline stage of market evolution. We review some previous researches and construct the perspective of market revitalization. There are some revitalizing factors, which account for market revitalization. Previous researches discuss about secrets of vertical interaction between entering firms and customers in market. Before this interaction, firm's view about market environment contributes to market revitalization. But they don't definitely discuss about mechanism of horizontal interaction among entering firms in market. This interaction centers on competition and cooperation among firms. Assuming that certain firm's action is trigger factor for market revitalization, there are great ripple effects by new directions of innovation and innovation's intensification through interlocking of actions which entering firms compete or cooperate in market. We try to organize four Market Revitalizing Strategies. Market Revitalizing Strategies are compounded vertical interaction between entering firms and customers in market. Next, we try to organize four patterns of horizontal interaction among entering firms in market. Finally we try to construct the perspective of market revitalization by taking vertical and horizontal interaction into consideration.

著者

加藤 恭子

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.28, pp.53-65, 2011-12-28

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This paper tries to identify and to explain potential antecedents that lead better Work-Life Balance (WLB) perceptions of Japanese expatriates. The thirteen interviews conducted in a Midwestern state of the United States reveal that there are several possible antecedents. Especially, American social system of parenting, American culture of individualism and valuing family, and job characteristics (job clarity) largely influenced on the better perception of WLB. From the interviews, the author finds that American social system, especially at a community-level, requires the Japanese expatriates, all males in this case, be much more involved in parental activities, such as rides, after school curriculums, and school activities for their children than they used to do in Japan. They first felt that the society forced them to do so, but they gradually get used to and even enjoy their new roles after all. The more they frequently interact with their children, the better they perceive that they have a good balance between their work and life (family). The author also finds that working with American colleagues significantly influences Japanese expatriates on their time management, especially hours of work and taking vacations. Their collectivistic characteristics may make them be afraid of being different from their American colleagues (they are majority in this case) and, consequently, make it easier to shift their views to the American value of individualism and family. The shift removes the expatriates' hesitation of taking leaves and long vacations for their family. Finally, job clarity at an individual-level gives the Japanese expatriates a discretion regarding how to work, which makes them feel controllable to their work schedule. In addition, job clarity at a workplace-level reduces interruptions and unexpected meetings, which also makes them easier to manage their work hours. Based on these findings, theoretical and practical implications are discussed.

著者

上田 慧

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.50, pp.一三二-一三七, 1980-09-01

著者

太田 肇

出版者

日本経営学会

雑誌

經營學論集 (ISSN:24322237)

巻号頁・発行日

vol.69, pp.5-12, 1999

著者

風間 信隆

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.51, pp.一二八-一三三, 1981-09-01

著者

上田 泰

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.67, pp.249-254, 1997-09-01

著者

田中 照純

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.49, pp.二四〇-二四四, 1979-09-01

著者

三戸 公

出版者

日本経営学会

雑誌

經營學論集

巻号頁・発行日

vol.71, pp.54-61, 2001-09-01

著者

陳 韻如

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.11, pp.51-63, 2004-04-30

被引用文献数

1

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The firm that announces a format and forms a standard group is called a sponsor. It is often the case that the sponsor obtains the initiative in the defacto standard cases. However, the emergence of voluntary standard tells a different story. This research examines the process through which a non-sponsor obtains the initiative and has its technology adopted as the standard within a voluntary standard group. The research addresses an alternative view for adequately understanding the interaction mechanism in the voluntary standard process based on the notion of resource dependence perspective. Although a dynamic view is required, until now this perspective studies have been conducted using static analysis. This research proposes a conceptual framework that enables us to capture the process in a dynamic context. In conclusion, there are three findings on how non-sponsor Matsushita obtained the initiative in DVD standards groups. First, the essentiality of Matsushita's DVD-related technology and family relationships (subsidies, alliance partners etc.) constituted its power base, as it bargained to participate in the standard group (SD group). These resources were to contribute to SD group's advantage against rival group (MMCD group), enabling Matsushita to co-sponsor the format with Toshiba. Second, Matsushita strengthened its power within SD group by gradually enlarging the essentiality and the concentration of its resources in both technology and supporter aspects. The high essentiality of Matsushita's resources led its technology to be adopted by the group. Since the unification standard of DVD was developed on SD format, Matsushita's technology was incorporated into DVD standard. Third, the re-writable DVD standard discussed in the next stage was SD-RAM format, which was submitted by Matsushita. Matsushita reduced the substitutability of SD-RAM with other formats by licensing its re-writable technology in early stage to other participants in the DVD consortium. By doing so, Matsushita took the initiative and SD-RAM was widely adopted as the standard.

著者

洞口 治夫

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.21, pp.15-26, 2008-04-20

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Combining Collective Knowledge with Collective Strategy gives new foundations for the theory of knowledge management. Theories of Collective Knowledge/Intelligence and Collective Strategy can be linked together and Symbiotic Knowledge emerges as a new type of knowledge created from one of Collective Strategy, Conjugate Strategy. Conjugate Strategy is to create direct collaborative work among people or organizations belonging to a different type of industry. Collective Knowledge is defined as knowledge created jointly by independent interacting groups or individuals. The new dimension is given as a result of inter-disciplinary collaboration to create a new discovery or devices. Symbiotic Knowledge thus brings about the possibility of establishing Genetic Theory of Innovation. Symbiotic Knowledge embodies a new dimension for problem solving by collaboration between different fields of expertise. The applicability of Symbiotic Knowledge is wider in product development, and collaborative research by business-university alliance is a typical example. In this paper, University-industry collaboration in Toyama Prefecture is exemplified from this perspective. Under the Intellectual Cluster Creation Project organized by the Ministry of Education, Culture, Sports, Science and Technology of Japan, the Toyama Medical Bio-cluster was launched under the direction of the governor of Toyama Prefecture. A university-launched venture was established through cooperation by the University of Toyama Graduate School of Medicine and Pharmaceutical Science, Toyama Industrial Technology Center, and local companies. They jointly developed cell chips to conduct research on lymphocyte and antibody gene analysis. The use of cell chips made it possible to obtain data from 250,000 micro-wells whereas the use of microscopy gave a single observable data. This new apparatuses were made out of Symbiotic Knowledge and they contributed to set forward a new dimension on the analytical method of lymphocyte.

著者

大坪 稔

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.22, pp.27-40, 2008-10-10

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This paper studies the change of the capital relationship between a parent company and the publicly listed subsidiaries in Japan. A lot of Japanese firms tend to have a subsidiary which was listed on the stock market. In addition, the relationship is affected by a lot of factors and they have a variety of capital relationships with its subsidiaries as a result. For example, in 1996 SONY had 70.2% ownership of SONY Chemicals Corporation which is a subsidiary of SONY. However, SONY had 100% ownership as a result of a stock swap in 2000. Japanese firms change the capital relationship with the subsidiaries. This paper investigates how the capital relationship has changed over the past 20 years and what kind of factors affect the change. As a result of an empirical study, two facts are found. First, 30% of Japanese firms kept the capital relationship and the rest changed the relationship over the past 20 years. Especially, a lot of firms changed after 1995. Second, the corporate performance of a parent company tends to affect the change of the relation-ship. The parent company with a poor performance tends to sell a part of the ownership of a listed subsidiary for the purpose of corporate restructuring and hence the capital relationship change.