GBRCニュース   2007.01.08


Annals of Business Administrative Science, Vol.5発行!!


Annals of Business Administrative Science, Vol.5が発行されました。




Nakagawa, K. pp. 1-18

"How do firms compete when faced with architectural changes?:

Lessons from the optical storage media industry"


This study explores how firms respond to changes in product or process

architecture. Product or process architecture is the design rules of a

system which can be described as the pattern of interrelations between

components. Firms must prepare adequate knowledge in a specific

architectural condition, so changes of architecture cause serious

managerial problems for firms, called modularity traps (or integrity

traps). A case study of the optical storage media industry gives some

hints for overcoming such traps. First, firms have to alter their

strategies and business domains when architectural conditions are

changing. That is, in a modularity condition firms have to specialize,

and in an integrity condition firms have to coordinate some activities.

Second, and more importantly, firms have to retain their component and

system knowledge, in order to maintain competitiveness both in

specialized activities and in integrated activities.


Keywords: product architecture, modularity trap, architectural

knowledge, vertical integration, optical storage media, CD, DVD



Takai, A. pp. 19-40

"Competition and the formation of inter-firm differentiation following

the dominant perception:

A case study of the online securities industry"


In this paper, in order to answer the question: "In an industry where

imitation by competitors is easy, how has differentiation between

companies been created and maintained?" we provide a new framework,

based on the Dynamic Capability-Based View of the Firm and Action

System Theory. On the basis of this framework, we analyze the early

stages of competition in the online securities industry in Japan. We

found that when a Dominant Perception created in an industry is

strengthened by the actions of companies, the strategy of a successful

company may not be imitated for several years and consequently that an

expansion in differentiation between companies may occur.


Keywords: online securities industry, internet business, innovation,

dynamic capability-based view of the firm, action system theory



Miyazoe, K. pp. 41-66

"Transfer of knowledge related to the management of department stores:

research based on the "Buyers Manual" and "MD Notes" in Japan"


Academic and business literature in Japan on merchandising, a core

capability in the management of department stores, describe the "Buyers

Manual" edited by the National Retail Merchants Association. This

manual was introduced into department stores in Japan, as the nation

was recovering after World War II. Among Japanese department stores,

Isetan tried to transplant the knowledge presented in this manual by

re-editing it into an in-house document entitled "Merchandising (MD)

Notes." Subsequently, both of these sets of knowledge materials were

transferred to multiple department stores when top Isetan managers

left the company to join competitors. Focusing on these knowledge

materials, the author analyzes the transfer of knowledge in the

department store industry.


Keywords: knowledge transfer, merchandising knowledge, transfer from

abroad, transfer within the industry



Yasumoto, M. pp. 67-98

"Reconsidering novel technology introduction strategies:

Impacts of technology, design, and market attributes on 118 Japanese

product development projects"


This study reconsiders product development strategies for the

introduction of advanced technologies into new products. The

exploitation and exploration of novel technologies in product

development are critical issues for manufacturing firms. Yet, thus

far, the concept and determinants of novel technology introduction

strategies have often been blurred. Drawing on 118 successful Japanese

assembly product development projects, this study attempts to elaborate

the concept of novel technology introduction strategies and explores

the effects of other determinants on the strategies. The study finds

two alternative novel technology introduction strategies: technology

integration and separated technology development. The results

demonstrate that successful projects exploit either of these strategies

according to knowledge regarding product designs and/or customer/market

needs as well as technological uncertainty. The findings of this study

should help firms contrive to develop novel technology introduction

strategies at the project level, as well as multiproject strategies at

the business level.


Keywords: technology integration, separated technology development,

product attributes



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