Industrial Associations as Interactive Knowledge Creation

Seiichiro YONEKURA

doi:10.5029/jrbh1984.13.27

Seiichiro YONEKURA

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ジャーナルフリー

1997 年 13 巻 p. 27-52

DOI https://doi.org/10.5029/jrbh1984.13.27

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Published: 1997/03/15 Received: - Available on J-STAGE: 2010/06/28 Accepted: - Advance online publication: - Revised: -
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訂正日: 2010/06/28 訂正理由: - 訂正箇所: 引用文献情報訂正内容: Right : 1The industrial policies on petrochemicals,software,fifth-generation computers,and artificial intelligence fields have been regarded in Japan as not so successful or,in some cases,big failures.For the failures of MITI's industrial policy,see David Friedman,The Misunderstood Miracle:Industrial Development and Political Change in Japan(Cornell University Press,1988),and Scott Callon,Divided Sun:MITI and the Breakdown of Japanese High-Tech Industrial Policy,1975-1993(Stanford University Press,1995).
2Seiichiro Yonekura,“Seifu to kigyo no dainamizumu:Sangyo seisaku no sofuto na sokumen”[Dynamics between government and enterprises:A soft aspect of industrial policy in Japan],Hitotsubashi shogaku kenkyu33,1993and“The Functions of the Industrial Associations,”in Masahiro Okuno and Tetsuji Okazaki,eds.Historical Roots of the Postwar Economic System in Japan(Oxford University Press,forthcoming).
3See Suruki Akagi,“Kokumin saisoshiki”[A reorganization of the nation],in Nippon Seiji Gakkai,ed.,Konoe shin taisei no kenkyu[A study of Konoe's new structure](Tokyo:Iwanaini Shoten,1972),pp.20-70
4Takafusa Nakamura and Akira Hara,“Keizai Shin-taisei”[The new economic structure],ibid.,pp.71-133.
5On Ryu and his theory,see Shintaro Ryu,Nihon keizai no saihensei[The reorganization of the Japanese economy](Tokyo:Chuo Koronsha,1941),and T.Nakamura,Nihon no keizai tosei,pp.89-102.
6The debate over the issue and the battle between the business world and the Cabinet Planning Board are well covered in Chalmers Johnson,MITI and the Japanese Miracle(Stanford University Press),pp.150-56.
7Tsuneo Shibagaki,“Keizai shin-taisei to toseikai”[The New Economic Structure and the control associations],Tokyo Daigaku Shakaikagaku Kenkyusho,ed.,Senji Nihon keizai,vol.2(Tokyo:University of Tokyo Press,1979),pp.316-25.Shibagaki points out that the control association that was established was a result of a compromise between the Cabinet Planning Board and the business world.
8Okuno and Okazaki,eds.,Historical Roots of the Postwar Earnomic Systems in Japan(Oxford University Press,forthcoming),pp.47-49.
9C.Johnson,MITI and the Japanese Miracle,pp.167-68.
10Tetsuji Okazaki,“Dai niji sekai taisen-ki no Nihon ni okeru senji keikaku-keizai no kozo to unko-tekko bumon o chushin to shite,”Shakai kagaku kenkyu(Tokyo University,1988).p.109.
11Kei Hoashi,Tosei keizai no riron to jissai[Theory and practice of the control association](Tokyo:Shinkeizai Shuppansha,1941),p.15.
12Lynn&McKeown1988,p.3.
13Yonekura1994.
14On the model in which a centrally placed intermediary converts top-down and bottom-up information from simple data processing to information creation,see Nonaka1985and1990.Nonaka puts a strong emphasis on the role of middle management in individual enterprises for this middle-up-and-down knowledge/information creation.The theoretical concept of an intermediary function between top and lower management to formulate information and knowledge on the enterprise is largely applicable to industrial associations,which are positioned between government and individual enterprises.
15Itis said that the Japanese parts supplying industry as well as metal moulding were the key factors to the success of the Japanese automobile,electric appliance,and machinery industries,and the Temporary Measures for Machinery Promotion Law fostered a strong base for these industries.
16Japan Metal Mould Industry Association Nijunenshi Hensan Iinkai1977,p.19.
17Japan Metal Mould Industry Association Sanjushunen Kinen Jigyo Iinkai1987,pp.181-82.
18MITI Jukogyo kyoku1956,p.157.
19Takeo Wakebe,a division head of MITI,describes the situation at that time in Japan Metal Mould Industry Association Nijunenshi Hensan Iinkai1977,and Kuroda,the chairman of the Association,also confirms this situation.
20Japan Metal Mould Industry Association Sanjushunen Kinen Jigyo Iinkai1987,p.184.
21Projected volumes of production were presented in matrix form with the vertical axis representing production materials and the horizontal axis representing projected volumes broken down for separate years and enterprises.Detailed rules for administration and implementation were also given in the plan.(See MITI Notification No.307,“Kanagata Seizo Gorika Kihon Keikaku Setsumei Shiryo.)The point here is that it was difficult for MITI and individual enterprises to get an adequate grasp of detailed issues related to rationalization in regard to machinery,technology,degrees of precision,capital,or the optimum number of employees,and so an industrial association had to act as a central liaison body for information collection,policy formulation,and policy dissemination.

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