柴田 友厚

<p>探索と活用という目的と性質が違う二種類の活動を、企業内で分離させながらも共存させる二刀流組織の考え方が提示されてきた。しかし、企業内の探索と活用の関係性は状況に応じて異なるにもかかわらず、先行研究はその違いを考慮していないために有効性と妥当性に限界がある。本稿は、探索製品と主力製品の製品代替性に注目して、二刀流組織を共食い型と補完型の二つに類型化し、各々経営課題と有効なマネジメントが異なることを議論する。そして富士フイルムの詳細な事例分析から、デジタル化の波を生き延びた要因の一つは、状況適合的な二刀流組織のマネジメントを行った点にあることを主張する。</p>

<p>企業が持続的に成長するには、現在の事業領域と技術領域を超えた新たな領域での探索が有効な方策のひとつである。先行研究は、近傍領域の探索に傾斜しがちな企業の特性を指摘すると同時に、探索活動を類型化した上でそれぞれの効果を明らかにしてきた。本稿は、先行研究が注意を払ってこなかった探索をすすめるプロセスに着目し、その解明に貢献することを目的とする。まず、探索の階層性という新たな概念を提示したうえで、富士フイルムとコダックの探索戦略の違いを明らかにする。そして両社の盛衰が分かれた理由を、探索の階層性に立脚して探索プロセスの違いから考察する。</p>

This paper argues that existing theory on dynamism of product architecture predict architecture shift toward modularity even in the automotive industry that was regarded as integral architecture under some conditions. First, this paper review existing literature on product architecture, and then discusses several reasons why automotive companies are trying to transform the architecture from integral to modular. Finally, this paper raises three main research agenda that have not yet been resolved and clarified in modularity research.

Japan's machine tool production was in the top position for 25 years since 1982, but decreased in 2009 by 56.5% from the level in the previous year, lowering the rank to the third and yielding the top position to China. The technical level of the machine tool industry in a country is indicative of its technology base. What happened in the competitiveness of the sector of strategic importance even for its relatively small market? Examination of the official trade statistics up to 2008 permitted to discern the trade structure of machine tools in East Asia and Japan's position in it. It was revealed that Japan has always enjoyed export surplus in this sector, indicating its technological competitiveness intact. The author argue that a coevolution mechanism between the NC equipment and machine tools has been at work as an important factor that supported the development of Japan's machine tool industry.

Technological strategy shift management for smooth transition from the current technology to a new one has become more important than ever for modern businesses. Many foregoing studies on this subject have, however, been concentrated on unsuccessful cases of failure and analyzed causes of the failure: few studies have given detailed analysis of successful technology transition. This paper presents a detailed case study on the strategy shift by Matsushita Electric for the new plasma television business. New propositions are presented on three subjects: (1) who (the top or middle management) starts the process of strategy shift and how; (2) how the relationship of divisions concerned with the new technology in relation to those for conventional technology (boundary management) when development projects based on the two kinds of technology proceed in parallel; and (3) how the old technology is abandoned to complete the shift.