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。
http://www.gbrc.jp/GBRC.files/journal/abas/index.html
目次と要約は下記の通りです。ダウンロードは無料です。
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
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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
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
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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
Academic and
business literature in
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
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
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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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