The chemical fiber industry has experienced several recessions, such as the slumps in the textile industry from 1950s and oil shocks in 1970s, in its long history. However, major Japanese chemical fiber firms, such as Teijin, Toray, and Kuraray have overcome such adversities by inventing new core technology products and expanding their fields of endeavor. R&D performance is one of the most important reasons for their survival. Although essential to the long-term evolution of the firms, R&D projects tend to entail uncertainty and long-term struggles. To continue them in spite of these risks, they must be supported by powerful forces, such as corporate cultures and firm managers. Their continuity is also affected by the distribution of R&D facilities and personnel considering time and cost. Many studies have been conducted of large firm R&D, but few consider the interaction among corporate cultures, managers, and R&D locations.
Therefore, this paper focuses on the relationship of managers and corporate cultures, subsequently analyzing its effect on the reorganization of business and the spatial divisions of labor in R&D. In addition, the author seeks to understand the meaning of place in these processes. In order to achieve this aim, research was conducted on the business unit divisions and R&D in three Japanese chemical fiber firms through corporate histories, investment reports, newspaper articles, and manager biographies. These analyses were supported by interviews with company staff in 2012.
The following conclusions are drawn: First, epoch-making products are invented not only because managers or researchers are talented but also because firms have cultures open to uncertainty and risk. For example, research into carbon fiber at Toray started almost 50 years ago and was interrupted because of uncertainty; however, it was restarted through the passion of the research leader and the firm’s tolerant culture. Second, established places have played an important role in the spatial divisions of R&D. In particular, Kuraray concentrated half the number of its R&D personnel in an established place, Kurashiki, where its main inventions were achieved and to which the founder and his successor were emotionally tied. Third, unique managers can drastically change the spatial divisions of their firm so as not to be constrained by conventions. In the case of Teijin, a powerful manager built several new R&D facilities close to large cities, where the firm had no existing facilities. The spatial divisions of its R&D thus became dispersed, unlike those of other firms.
The perspective of this paper can be applied to the globalization of R&D, the direction of which varies considerably, even among these firms.
