著者
Kenichi Kuwashima
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0180314a, (Released:2018-06-01)
参考文献数
27
被引用文献数
5

From the mid-1990s to the mid-2000s, major institutional reform was undertaken in Japan to promote university–industry collaboration. The term “university–industry collaboration” appeared frequently in the media and became a fad. However, this did not last long, and it peaked in 2003. University–industry collaboration entered the spotlight again after 2010, when “open innovation” (Chesbrough, 2003) became popular in Japan. At that time, a new type of university–industry collaboration emerged. University–industry collaboration in Japan has traditionally taken the form of “small-scale, short-term, individual” contracts. In contrast, this new type of collaboration features “large-scale, long-term, comprehensive” contracts.
著者
Tatsuya Yoshida
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.20, no.1, pp.19-32, 2021-02-15 (Released:2021-02-15)
参考文献数
11

The workcation, wherein people combine work with vacation, is a concept that originated in the United States and Europe with the spread of information and communications technology (ICT). Although it is considered a workstyle for independent people as epitomized by freelancers and the like, in Japan, the term has come to convey something different from its original meaning, taking a unique direction in which some types of training programs are referred to as workcation. How did this change come about? This study, based on surveys of three regions, examines the origin and development of satellite office workcation and learning workcation to ascertain the following. (1) In Japan, people with workcation are assumed to be employees. (2) Therefore, the workcation is heavily influenced by local governments' intentions (wanting to associate with exchange populations) and companies' intentions (it is difficult to dispatch employees to outlying areas without a work-related purpose). (3) Therefore, the workcation has evolved into something that aims to enhance creativity, learning, and introspection through close ties with communities.
著者
Tatsuya Yoshida
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0210112a, (Released:2021-02-10)
参考文献数
11

The workcation, wherein people combine work with vacation, is a concept that originated in the United States and Europe with the spread of information and communications technology (ICT). Although it is considered a workstyle for independent people as epitomized by freelancers and the like, in Japan, the term has come to convey something different from its original meaning, taking a unique direction in which some types of training programs are referred to as workcation. How did this change come about? This study, based on surveys of three regions, examines the origin and development of satellite office workcation and learning workcation to ascertain the following. (1) In Japan, people with workcation are assumed to be employees. (2) Therefore, the workcation is heavily influenced by local governments' intentions (wanting to associate with exchange populations) and companies' intentions (it is difficult to dispatch employees to outlying areas without a work-related purpose). (3) Therefore, the workcation has evolved into something that aims to enhance creativity, learning, and introspection through close ties with communities.
著者
Wei Huang
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0180921a, (Released:2018-10-11)
参考文献数
11
被引用文献数
2

In existing research on new product development, it has been believed that the product development by companies needs to reflect the changes in customer needs. Particularly, for products in which continual development is a characteristic, customer needs must be addressed at multiple points in time. However, by comparing the cases of two companies from the online game industry, we found that long-term performance of a company which responded flexibly suffered a drop, with the ratio of new users dropping and the user attrition rate increasing. Therefore, we believed that too much attention was paid to the requests of lead users.
著者
Takeaki Wada
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.17, no.1, pp.1-10, 2018-02-15 (Released:2018-02-15)
参考文献数
16
被引用文献数
2

A strategy that uses the productive performance of a manufacturing site (or genba), noted as a strength of Japan’s manufacturing industry by Fujimoto (2003), might also be called a capability-based cost leadership strategy (CBCL strategy). In the 1990s, this strategy ceased to function due to environment changes, and the international competitiveness of Japan’s manufacturing industry declined. As a means of breaking through those circumstances, Fujimoto emphasized strengthening market performance and choosing a differentiation strategy for appealing to consumers based on high product quality. In the end, however, the performance of Japan’s manufacturing industry is restored after the environment changed to become favorable to a CBCL strategy such as rising labor costs in newly developing countries and a shift to a weaker yen. This suggests that many Japanese manufacturers could not shift to differentiation strategies based on enhanced competitiveness in the market, and CBCL strategies were left in place.
著者
Masayuki Hatta
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.19, no.4, pp.143-157, 2020-08-15 (Released:2020-08-15)
参考文献数
19
被引用文献数
1 1

Creating new products by incorporating new and original ideas derived from learning the internal mechanisms and structures of machines and other objects at hand through the process of repairing or tinkering with them is fundamental to the innovation, which is a staple of human existence. Recently, however, increasing product complexity, technical constraints, and regulations have gradually narrowed the scope of the user's ability to tinker. This aspect has given momentum to the movement to explicitly reclaim the Right to Repair and the Right to Tinker. This paper thus outlines the process that led to recognition of the importance of these rights.
著者
Ayako Aizawa
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0190725a, (Released:2019-08-09)
参考文献数
12
被引用文献数
1

An organization is said to be in an activated state if “(1) the members have a common purpose and (2) they are actively willing to contribute action to accomplish this common purpose” (Takahashi, 1992). Problem solvers that fulfill requirements (1) and (2) play an active role in an activated state. At Company A, which is discussed in this paper and was in a crisis with its performance, employees demonstrated initiative to activate the organization by pursuing Product Identity rather than corporate identity with regard to (1) above. Moreover, this activation started to expand to other companies because of its nature as Product Identity.
著者
Takeaki Wada
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0181119b, (Released:2019-02-07)
参考文献数
24
被引用文献数
2

Many small and medium-sized enterprises' managers hesitate to launch new businesses for the diversification or business change. In the case of new business launching by Yamato Industrial and Yamaguchi Kasei, decline of their existing businesses was a threat, and simultaneously, it has become an opportunity for launching new business, just as the saying “tough times bring opportunity.” In addition, the experience of launching a second business, rather than experience at startup, will motivate managers to launch businesses continuously.
著者
Atsushi Akiike Sotaro Katsumata
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0180912a, (Released:2018-10-13)
参考文献数
47
被引用文献数
4

The word “Galapagos” has garnered attention in Japan as an explanation for the loss of global competitiveness by the Japanese economy and Japanese companies, even while the Japanese companies are competitive domestically. The term has particularly been used with mobile phones in Japan, which are known as “Galapagos ke-tai.” An analysis of newspaper articles showed that discussions on Galapagos mobile phones were primarily about technology, technology standards, and features. However, smartphones that looked like Galapagos ke-tai came to be called “Garaho” later, and the term Galapagos then took on the meaning of appearance.
著者
WonWook Song Atsushi Akiike Young Won Park
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0180813a, (Released:2018-10-10)
参考文献数
15
被引用文献数
1

Prior research on customized component transactions asserts that from a manufacturer’s perspective, customization costs can be reduced by creating collaborative relationships. However, there are few researches on the supplier’s perspective. In this paper, a survey of Japanese suppliers revealed that (a) supplier performance improves when there are more proposals both from and to customers, and that (b) supplier performance deteriorates when proposals only come from the customer. In other words, in case of the top-down relationship in (b), supplier performance deteriorates, but in the bidirectional relationship in (a), supplier performance improves.
著者
Atsushi AKIIKE Shumpei IWAO
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.14, no.5, pp.231-246, 2015-10-15 (Released:2015-10-15)
参考文献数
60
被引用文献数
5 4

The Innovator's Dilemma (Christensen, 1997) has been cited in many studies since Christensen published it in 1997. Some of these studies have advocated that concepts such as “dynamic capability,” “ambidexterity,” and “market orientation” can be used to overcome the environmental changes caused by the innovator's dilemma. However, these studies are categorized into two general types that are not logical refutations: (a) those which merely suggest the concept without suggesting an opposing example, and (b) those which do not demonstrate that a trajectory disruption has occurred even when suggesting an example. We must demonstrate that a trajectory disruption has occurred and then suggest a case in which the environmental changes were mitigated to suggest an example of overcoming the innovator's dilemma. However, arguments exist that doubt Christensen's concept of trajectory disruption, indicating that the arguments are not facile.
著者
Atsushi AKIIKE
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.12, no.5, pp.225-236, 2013-10-15 (Released:2013-10-15)
参考文献数
24
被引用文献数
9 10

The Abernathy-Utterback model (A-U model) has significant impacts on innovation studies and is adopted by many scholars. Although many studies quote Abernathy and Utterback (1978), the dominant design idea was not explicitly shown in the model. Thus, the model used in Abernathy and Utterback (1978) differs from the A-U model imaged by us. The A-U models, adopted by many scholars, are actually formulated through the accumulation of the three critical works of Utterback and Abernathy (1975), Abernathy and Utterback (1978), and Abernathy (1978). The A-U models were finally completed by Abernathy (1978), becoming the A-U models that were imaged by us. However, Teece (1986) and Utterback (1994), who significantly popularized the A-U model, quoted the model in Abernathy and Utterback (1978) as a completed model. This was re-quoted, and the misconception that the A-U model was the same as the model in Abernathy and Utterback (1978) was disseminated. Abernathy and Utterback's (1978) original paper is a strange compilation that independently introduces a diagram of the A-U model even before the title page. Moreover, there is neither an explanation nor a reference to the diagram in the paper. In fact, many researches quoting these works are unaware of this fact.
著者
村田 賢太
出版者
Global Business Research Center
雑誌
赤門マネジメント・レビュー (ISSN:13485504)
巻号頁・発行日
vol.12, no.12, pp.841-850, 2013

クックパッドは、レシピ共有をはじめとし、ユーザーが毎日の料理を楽しめるようなサービスを提供している。本報告では、リーンスタートアップという手法のサイクルを回すために利用しているオープンソースの技術について、Ruby で開発されたもの、特にChanko とRSpec に関して説明する。そして、クックパッドが実際にどのように開発されているのかを紹介する。Chanko は新しい機能を作る際、できるだけ本来機能の安定性を損なわないように開発したい、コードの品質を落とさずに新しい機能を開発したい、できるだけ早く開発したい、という要求を実現するために開発された。後者はテストを実行する仕組みである。最後に、クックパッドの技術者が働くうえで尊重しているマニフェストについて紹介する。
著者
Ayako Aizawa
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.17, no.4, pp.171-182, 2018-08-15 (Released:2018-08-15)
参考文献数
18
被引用文献数
2

The development and diffusion of compliance activities in Japanese companies from around 2000 can be thought of as a typical example of the institutional isomorphism discussed by DiMaggio and Powell (1983), that is, isomorphism mechanisms that were at work irrespective of performance (Aizawa, 2018a). Snow Brand Milk Products had a corporate scandal in 2000, and the compliance activities it began soon after comprised institutional isomorphism. In actuality, at that time there was no extraordinary worsening of performance, though directly after the scandal in 2002, the company was beset by a worsening of performance that put the company in danger, and it waged its survival on a wide-ranging rethinking of the details of its compliance activities to make them more unique. In addition, it spun off core businesses and transferred some of its shares in order to win back trust. Companies that have confronted management crises and have survived work toward restoring trust using similar methods. In other words, even when the same company doesn’t have selection pressures, institutional isomorphism may arise, and when there are selection pressures, competitive isomorphism may arise.
著者
Youngkyo Suh
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.17, no.3, pp.123-132, 2018-06-15 (Released:2018-06-15)
参考文献数
11

It has been explained in the past that multinational firms gain competitive advantage by creating a structure for the international division of labor through allocating certain activities in their value chains to advantageous locations. Actually, however, a firm's subsidiaries are exposed to business environments that differ from those of their home country; hence, an international division of labor may have resulted from an emergent strategy. The Ikegami Mold Engineering Group has production sites in Japan, Mexico, and China that manufacture and sell molds. The Mexico site differs from the others in that it repairs and overhauls molds. This business was not planned in advance but was rather built from an emergent strategy because of the business environment in Mexico: the industrial infrastructure is not suited to the manufacture of molds, the Mexican market exhibited demand for the repair and overhaul of molds, and Ikegami had built up the technological capabilities to respond to that need. Thus, a new business was born to repair and overhaul molds.
著者
Kenichi Kuwashima
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.17, no.3, pp.95-108, 2018-06-15 (Released:2018-06-15)
参考文献数
27
被引用文献数
5

From the mid-1990s to the mid-2000s, major institutional reform was undertaken in Japan to promote university–industry collaboration. The term “university–industry collaboration” appeared frequently in the media and became a fad. However, this did not last long, and it peaked in 2003. University–industry collaboration entered the spotlight again after 2010, when “open innovation” (Chesbrough, 2003) became popular in Japan. At that time, a new type of university–industry collaboration emerged. University–industry collaboration in Japan has traditionally taken the form of “small-scale, short-term, individual” contracts. In contrast, this new type of collaboration features “large-scale, long-term, comprehensive” contracts.
著者
Yufu Kuwashima
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.17, no.1, pp.23-30, 2018-02-15 (Released:2018-02-15)
参考文献数
10
被引用文献数
2

With cosmetics, one cannot determine at a glance exactly what product a person is using. This paper analyzes the impact of a consumer network on cosmetics, which are goods that are not conspicuous. Comments in word-of-mouth websites for cosmetics is used as a proxy variable for purchasing behavior, and the relationship between a consumer network and purchasing behavior in a social network is analyzed. In cosmetics, which are not conspicuous, this paper has confirmed that consumers exhibit the same purchasing behavior as when they are in a relationship with structural equivalence within a network and not just in relationships with cohesion.
著者
TAKAHASHI Nobuo
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.13, no.6, pp.299-313, 2014
被引用文献数
3

The price of patents is limited by four sides of business management: (1) avoiding costs of the patent in question; (2) founders profit of inventors, such as researchers and engineers, to bear risks involved in business establishment; (3) factors supporting competitive advantage identified in the resource-based view of strategic management; and (4) negative impact of big money for the researchers invention. This tetragon of limitations bounds the price range of patents. This is illustrated by exemplifying the blue LED lawsuit case in Japan. This study presents the four side views on the differences between what companies pursue and what employee inventors pursue. However, these various differences make it possible to coexist and co-prosper between companies and inventors, otherwise they continue the tug-of-war forever on the one-dimensional monetary scale.
著者
SHINTAKU Junjiro ASABA Shigeru
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
vol.13, no.1, pp.47-66, 2014
被引用文献数
1

This paper first presents the following as obstacles to the generational switch of industry standards: (1) magnitude of installed base, (2) ample scope for technological progress based on existing standards, (3) limited applicability of accumulated technology to new standards, and (4) lack of investment capability. Next, we examine strategies to overcome such obstacles and migrate to new standards. Finally, we analyze the cooperation between a company that advocates new standards and one that produces complementary products when implementing those standards through the case study of the family console game industry. The results of analysis demonstrate that Nintendo has a traditional self-reliance strategy, whereas new entrant Sony has a collaborative one.
著者
Yusuke Tsukamoto
出版者
Global Business Research Center
雑誌
Annals of Business Administrative Science (ISSN:13474464)
巻号頁・発行日
pp.0210115a, (Released:2021-02-11)
参考文献数
15
被引用文献数
1

COVID-19 has accelerated the spread of telecommuting in Japan. In past studies regarding telecommuting, it was proved to be the result of i-deals, so it was discussed in the context of location flexibility i-deals (LFi-deals). The spread of COVID-19, however, has given rise to semi-compulsory telecommuting. Therefore, this study takes three groups: Group A, which continues to work at the office as before; Group B, which has started to telecommute (inexperienced telecommuters) so that telecommuting is regarded as semi-compulsory; and Group C, which has experience with telecommuting (experienced telecommuters) so that telecommuting is the result of making LFi-deals; and investigates the relationship that telecommuting has with the degree of self-determination (DSD) and productivity. Our analysis found that between Group B and Group C, which were both telecommuting, both DSD and productivity were significantly higher for Group C which has LFi-deals compared with Group B, for which telecommuting is semi-compulsory. However, DSD and productivity were higher for Group B than for Group A, so it is possible that starting to telecommute leads to more LFi-deals, a greater DSD, and higher productivity.