戦後，多国籍製薬企業の在日経営

―社会的ネットワークとの連携に注目して―

抄録

management with a special reference to the FDI (i.e. foreign direct investment) from a historical perspective, especially from postwar period. The previous studies regarding the FDI for Japanese market has not fully captured in what ways the multinational enterprises strengthened the ties with Japanese market. It is also unclear how the enterprises have utilized the Social Capital in Japan.
In pharmaceutical industry, for example, examining the relationship with Japanese medical practitioners is an extremely interesting question, especially if we view this under the management systems. The multinational pharmaceutical enterprises was urged to build up relation with Japanese medical practitioners and therefore made a good use of their network in order for the growth of their own business. Taking the above problems into consideration, the paper sheds a light on Schering AG of Germany as a case study and clarifies its management method in Japan between the 1950s and 1990s.
Schering has strengthened the ties with Japanese subsidiary company since the late 1970s. The corporation tried to strengthen the functional capability of Japanese subsidiary by building up its R&D division as well as educating their employee. The Japanese subsidiary built up good relations with Japanese medical doctors who are supposed to contribute to acting as opinion leaders among Japanese medical circles. The subsidiary, in return, provides cutting edge scientific information to them.
By utilizing Social Capital in contrast medium area, Schering had successfully expanded its Japanese market from 1980s. Then, it entered therapeutic medicine area in order to increase the profit. However, this was unsuccessful. This is because there had existed many related network of medical doctors in therapeutic medicine area already. It is also because that Schering has heavily relied on contrast medium business, which made it hard to make use of Social Capital and not succeed in this area.