抄録
In this paper, the mechanism of new business creation in small and medium-sized enterprises
(SMEs) is examined using ambidextrous management.
We clarify how SMEs define new business and what kind of management they use to create
new business. Furthermore, we consider what kind of relationship exists between existing
business and new business, how they are managed, and how the creation of new business affects
corporate performance.
As case studies, we took a metal processing manufacturer and machinery manufacturers and
examined how new business is created from existing business. The following points were
clarified through this research.
First, new business is created adjacent to existing business and is an extension of existing
business, not an enclave. Moreover, existing business and new business were found to be
complementary and were two sides of the same coin. Furthermore, by reviewing existing
business from a scientific perspective, opportunities to create new business were discovered and
those opportunities were turned into business.
Second, because the missions of the existing and new projects were different, they were
operated by decentralized organizations. However, the head office was integrating existing
business and new business, and the adjustment mechanism known as ambidextrous
management was at work.
Third, new business has grown to the point where it generates sales, and from this it can be
said that the company has succeeded in creating new business. Furthermore, the creation of
new business has a positive effect on the development of existing business. This shows how
important the creation of new business is for a company to grow.
