日本経営学会誌
Online ISSN : 2424-2055
Print ISSN : 1882-0271
ISSN-L : 1882-0271
33 巻
選択された号の論文の18件中1~18を表示しています
  • 原稿種別: 表紙
    2014 年 33 巻 p. Cover1-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 付録等
    2014 年 33 巻 p. App1-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 付録等
    2014 年 33 巻 p. App2-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 目次
    2014 年 33 巻 p. 1-2
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 大江 秋津
    原稿種別: 本文
    2014 年 33 巻 p. 3-15
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    This study proposes a new organizational learning process model named organizational memory management cycle (OMMC) for improving organizations' competitiveness. OMMC is based on Huber's (1992) organizational learning process, incorporating knowledge exploration and exploitation (March, 1991), the idea of knowledge overlapping from an absorptive capacity perspective, and search scope and depth (Katila and Ahuja, 2002). OMMC comprises three concentric layers, and its central core is organizational memory for storing routines. The first layer comprises four processes-knowledge search, knowledge acquisition, information distribution, and information interpretation-which are performed by the organization. The second layer comprises detailed sub-processes of each of the first layer processes that are performed by the organization members. For example, the knowledge search process is divided into external and internal environment for omnidirectional knowledge search; the external environment involves knowledge exploration and exploitation, whereas the internal environment involves performance monitoring in addition to knowledge exploration and exploitation. The third layer comprises four management processes that help administer the second layer processes by, for example, building execution strategies, evaluating performance expectations, and exploring improvement strategies. Finally, organizational memory has four functions, namely, search, register, update, and delete. Specific examples of organizational memory include document standards, online bulletin boards, and e-mails. This study makes four main theoretical contributions to the organizational learning theory. First, it reveals the problems in Huber's organizational learning process model (Huber, 1991) and examines the consistency of subsequent corporate theories. Second, it reconstitutes organizational learning processes and proposes OMMC as a new organizational learning process model. Third, the proposed model of OMMC involves continuous iterations of organizational learning. Finally, it shows that all processes can access organizational memory that is the core of OMMC. This study also makes a practical contribution. It proposes OMMC as a guide for organizational learning to help organizations improve their competitiveness.
  • 中西 善信
    原稿種別: 本文
    2014 年 33 巻 p. 16-27
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    Knowledge is regarded as the most important source of competitive advantage in modern business. Researchers have therefore examined knowledge transfer between organizations. In particular, researchers have analyzed the factors that facilitate or prevent knowledge transfer and their effects on successful knowledge transfer. Among these factors are the characteristics of the channel through which knowledge flows from a source to a recipient organization, which influence the effectiveness and efficiency of knowledge transfer. However, the processes of establishment and vanishment of the channels have not been analyzed sufficiently. Besides the knowledge transfer theory, the social platform theory and network theory provide a framework to explain these processes. Nevertheless, there is a paucity of studies on the maintenance of knowledge transfer channels and the role of third parties in their enhancement. This study examined knowledge transfer in the civil aviation domain, a case for the diffusion of new air navigation technology called "performance-based navigation" (PBN), presently implemented by a number of countries. The data collected through interviews with stakeholders in six countries and two international organizations were analyzed using the modified grounded theory approach. It was found that platforms such as technical meetings help to establish and maintain channels and knowledge sharing by stakeholders. Maintaining channels is especially important for organizations to obtain new knowledge continuously. Moreover, public organizations organizing and administering these platforms facilitate knowledge transfer by legitimating the platforms and their outcomes. In other words, the trust by participating organizations in platforms can be attributed to the organizer's legitimacy. Based on these findings, implications for further studies are provided.
  • 川崎 千晶
    原稿種別: 本文
    2014 年 33 巻 p. 40-49
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    This paper analyzes how organizations that share similar attributes or have had prior relationships develop mutual trust. Prior research has hypothesized that economic rationality must exist as a starting point when two organizations establish a relationship of trust. However, this model falls short in terms of explaining the process of relationship formation if some type of connection already exists between the two, or if one organization is already familiar with the people, capabilities, and technology of the other organization. In this paper, "connection-based trust" refers to trust formed between organizations that share similar attributes or between organizations that already have some form of prior ties. Norms seem to be one of the contributing factors to building of connection-based trust. This paper attempts to determine whether that is the case. This paper studies the Migakiya (Polishers) Syndicate, a group of small-business operators in Tsubame City, Niigata Prefecture, that share similar geographical and historical backgrounds and operate in the same industrial sector. Members of the group, which was created to jointly win orders, share the same values. However, there also exists strong rivalry among them as they compete in the same industry. Therefore, there is a written code of conduct that serves as a norm for reducing the uncertainty of members. The Migakiya Syndicate example suggests that connection-based trust is built on shared values and norms; thus, here we attempt to determine how shared values and norms relate to "intentions" and "capabilities," which, according to prior research, prescribe trust between organizations. The theory of planned behavior, proposed by Ajzen (1991), is employed for this purpose and to explain building of connection-based trust. We use the theory of planned behavior to help explain how norms affect intentions, which are an element in establishing trust. This in turn enable us to show the process whereby an organization begins to trust another organization.
  • 小野瀬 拡
    原稿種別: 本文
    2014 年 33 巻 p. 50-60
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    The purpose of this paper is to clarify factors that promote innovation after business succession. To accomplish this purpose, this paper reviewed literatures, presented hypotheses, tested the hypotheses using a questionnaire, and added discussions. The questionnaire was mailed mainly to old companies based on the perspectives of successor's understanding of the shortcomings of the predecessor, the influence of predecessor on the management, and the interest of business manager in the survival of the business, and valid responses were obtained from 328 companies. A multiple regression analysis using innovation as the dependent variable was then performed by combining 7-point scale responses obtained from the survey to create some original scales. The study indicated that the potential for innovation increases when 1) the successor understands the shortcomings of the predecessor and 2) the business manager focuses on the survival of the business. In terms of 1), however, it also seems improving communication between the predecessor and the successor is effective in innovation. This is because the influence of predecessor is not affecting the result of the regression analysis and it was presumed that successor's ideas do not always lead to a good innovation. Regarding 2), this study, which demonstrated that focusing on the survival of the business increases the innovation potential, contributes to the discussion as to whether companies work on innovations that entail risks or avoid that risk because they focus on survival. The results turned out to reject the contradictory relationship between innovation and the survival of family business, which had been implied in previous studies.
  • 宮尾 学, 原 拓志
    原稿種別: 本文
    2014 年 33 巻 p. 61-72
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    In this study we will explore a case of innovation to examine the re-invention process. Re-invention is defined as modification by users of a technology during the diffusion process. Previous research on re-invention has had three problems: there was insufficient explanation of the reasons behind the modification of technology by users, innovation was researched independent of users, and it overlooked non-user agents and other structural/material factors that have an influence on the re-invention process. In order to overcome those problems, we will apply the social shaping of technology approach in case analysis. We will also examine the applicability of this approach within this area of research. We chose to analyze the case of smart card innovation (contactless IC cards used instead of railway tickets). This case study reveals the re-invention process during the diffusion of contactless IC card technology in which multiple users modify the technology and create different smart card systems. In the process of re-invention, important roles are played not only by user organizations, but also by other non-user agents such as railway passengers and local associations of transportation companies. In addition, those interactions of agents are constrained or enabled by structural factors including competitive structure, relevant laws and regulations, regional differences in temperament, as well as by material factors such as existing facilities in railway stations and whether there are dedicated machines for adding money to the smart cards. User organizations re-invent contactless IC card technology through the interactions of those factors. Therefore, innovation does not diffuse in only direction, but is reciprocal among organizations. This case study shows that, in the process of re-invention, innovation shapes users and that users also shape innovation based on interactions among various agents and structural/material factors. Such idiosyncratic interactions create the variations in technological systems during the diffusion process. Additionally, our study will demonstrate the applicability of the social shaping of technology approach to analysis of the re-invention process.
  • 鈴木 修
    原稿種別: 本文
    2014 年 33 巻 p. 73-87
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    Organizational learning scholars argue that there is a complementary relationship between exploitation and exploration. However, they have scarcely examined a mutually enabling relationship between exploitation and exploration in which exploitation enables subsequent exploration. I try to address this research gap by uncovering conditions under which exploitation enables subsequent exploration. Extending prior work on problemistic search, deliberate learning, and speciation, I argue that a negative association between organizations' exploitation orientation and subsequent exploration is moderated by their degree of aspiration discrepancy, deliberate efforts to articulate / codify learning, as well as replication of existing knowledge across distinct contexts. Accordingly, these organizations' degree of exploitation orientations more positively influences subsequent degree of exploration orientation, thereby resolving the trade-off relationship between exploitation and exploration. My empirical analysis of 46 pharmaceutical firms' new product developments during 1991-2000 supports my hypotheses. I also discuss my findings' implications to research on antecedents of organizational ambidexterity, as well as on temporal transitions across alternative organizational learning modes. Organizations may be able to balance exploitation and exploration by employing problemistic search, deliberate learning, and speciation. The path- dependent nature of organizational learning may be worth further examinations.
  • Junichi Yamanoi
    原稿種別: 本文
    2014 年 33 巻 p. 88-99
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    This article theorizes the effects of interfirm rivalry on partner selection in horizontal alliance formation from a competitive dynamics perspective. Although horizontal alliances are formed between competing firms, previous studies have paid limited attention to the relationship between interfirm rivalry and partner selection. The article proposes two types of interfirm rivalries in horizontal alliances: inside-alliance rivalry and outside-alliance rivalry. The suggested model predicts that firms select partners that result in lesser inside-alliance rivalry. However, when firms face threatening common rivals, they tend to choose partners that reduce outside-alliance rivalry despite a high inside-alliance rivalry. The diversity of competitive repertoires of common rivals determines the type of interfirm rivalry that firms would consider more important in selecting partners. Additionally, when the level of intensity of outside-alliance rivalry for two firms is equal, they are more likely to form an alliance. This article contributes significantly to the alliance formation and competitive dynamics literature in three ways. First, this study utilizes the competitive dynamics perspective to explain partner selection in horizontal alliances, which is unprecedented. Second, and in continuity to the first contribution, this article clearly distinguishes between the effects of market commonality and resource similarity on partner selection. Finally, in the field of competitive dynamics, this study presents theoretical explanations for inter-firm rivalry related to allied firms.
  • 福地 宏之
    原稿種別: 本文
    2014 年 33 巻 p. 100-111
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
    The aim of the present study is to reveal processes in which organizational structures for marketing influence the market responses of organizations. It has been repeatedly demonstrated in the field of marketing research that it is important for companies to respond rapidly to changes in their customers and competitors to produce satisfactory business results. However, few studies have been conducted to verify how organizational structures for marketing affect the rapidity of such market responses. In more concrete terms, the present paper reveals the logic of how two types of organizational structures (a marketing manager controls different kinds of decision-making; and each sales staff member makes autonomous responses) lead to business results through two different levels of rapid market responses (market responses at the level of marketing strategies; and market responses at the sales level). In order to verify the hypothesis, the study conducted a questionnaire survey with 157 businesses in Japan, mainly including food businesses, on the status of their market organization, the situation of their market responses, and their business results. The present study makes the two following contributions. First, it empirically analyzes the impacts of market responses at the levels of both marketing strategies and sales on business results. Second, it reveals organizational factors that promote these two kinds of responses.
  • 島貫 智行
    原稿種別: 本文
    2014 年 33 巻 p. 112-117
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 加藤 厚海
    原稿種別: 本文
    2014 年 33 巻 p. 118-121
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 文献目録等
    2014 年 33 巻 p. 122-127
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 付録等
    2014 年 33 巻 p. 128-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 付録等
    2014 年 33 巻 p. 128-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
  • 原稿種別: 表紙
    2014 年 33 巻 p. Cover2-
    発行日: 2014/06/15
    公開日: 2017/08/01
    ジャーナル フリー
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