産業学会研究年報
Online ISSN : 1884-1015
Print ISSN : 0918-7162
ISSN-L : 0918-7162
2000 巻, 15 号
選択された号の論文の10件中1~10を表示しています
  • 石崎 昭彦
    2000 年 2000 巻 15 号 p. 1-24,145
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    The wave of economic globalization began in the mid-1980s and remarkably expanded into the 1990s. This development has been driven by mutually reinforcing three factors: conversion to economic liberalism, information and telecommunication revolution, and internationalization of enterprises. The United States took the lead in this development, followed by the United Kingdom and more recently, other advanced countries.
    In the changing global circumstances, the international direct investment has been greatly increasing. The economic globalization has a basis in this accumulated investment stock. The direct investment activity grew in a wide range of industries, especially in services sectors such as finance and telecommunications and spread out globally. The world economy entered in the stage of globalization ever not experienced.
    The numbers of multinational corporations and the investment home and host countries increased remarkably, indicating the diversity of development. The mainstream is the international direct investment among the advanced countries, which flowed out of three poles of the United States, Western Europe and Japan and flowed into two poles of the United States and Europe. The United States and Europe made headway highly in liberalization of direct investment and trade, but Japan lagged behind in economic globalization. This delay is a cause of economic stagnation of Japan in the 1990s.
  • オーストラリア自動車産業の事例から
    藤本 隆宏
    2000 年 2000 巻 15 号 p. 25-38,146
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    This article describes recent developments of Toyota Motor Manufacturing Australia (TMCA), re-interpreting its patterns of competitive activities as an emergent global strategy. By emergent global strategy, the author means a pattern of strategic activities that does not necessarily follow a manufacturer's ex-ante “grand design” for globalization. TMCA has indeed strengthened its own competitive capabilities, and expanded a multi-layer international network of resource-knowledge transfers among Toyota's overseas and domestic facilities in recent years. However, such capabilities and networks were created through the company's continuous efforts to adapt its manufacturing systems to the rapidly changing market, competition, and government policies in Australia. Specifically, Australia's policy change from import substitution (i. e., protection of local production) to trade liberalization caused a crisis for the local car producers, including TMCA, as competition against imports intensified. TMCA chose a survival strategy through further investment on local production facilities, manufacturing capability-building, and creation of an international logistics network, while other local car makers tended to either divesting or minimizing local production investment in Australia. As a result of its efforts to sustain local operations, TMCA increased its importance as a part of Toyota's overall globalization strategy. Through this empirical analysis, this article emphasizes that a manufacturing firm's globalization strategy does not always have to be based on a deliberate top-down planning-it can also be a result of the path-dependent process of system emergence, or a firm's struggle for survival. In other words, a firm's global strategy can be, not only deliberate, but also emergent.
  • M社の事例を中心に
    柏木 啓一
    2000 年 2000 巻 15 号 p. 39-54,147
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    Matsushita now ranks the 13th among major manufacturers worldwide according to Fortune Magazine (1998 edition). Why has Matsushita grown to become such a big business during the 50 year period since World War II?
    Matsushita started its overseas operations before the war, and established 39 subsidiaries and offices overseas. And the company learned how to do business overseas through these operations.
    After World War II, Konosuke Matsushita President visited USA in 1951 and was impressed with her prosperity. He was convinced that Japan would experience similar prosperity in coming years. After he returned to Japan, he started preparations for the future develop ments.
    The steps taken for globalization were as follows:
    (1) Overseas operations before World War II. (1932∼1945)
    (2) The period in confusion after the war. (1945∼1960)
    (3) Expansion of exports and establishment of Mini-Matsushita subsidiaries (having a certain number of product categories) in developing countries. (1960∼1970)
    Observing the principle of trade with L/C at sight
    One distributor in one country
    Organization laid out for overseas operations
    Establishment of overseas trainee system for developing human capacities useful for overseas operations
    (4) Trade friction with USA and Europe, and development of export bases (manufacturing) in Southeast Asia. (1970∼1980)
    Development of export bases (manufacturing)
    Acquisition of TV manufacturer in USA
    Overseas operations policies laid down
    (5) Characteristics of overseas operations after Plaza Accord (1985∼)
    Policy and vision for global operations
    Merging the trading company with Matsushita
    Establishment of information and communications equipment companies in USA and Europe
    (6) Global management in 1990s.
    Rapid business expansion in China
    Response to global and regional trading blocks in parallel
    Response to stronger yen due to surplus of trade and intensification of trade friction
    Review of global operations policy
    (7) Summary: Direction of global management in 21st century.
  • 水上 龍介
    2000 年 2000 巻 15 号 p. 55-74,149
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    Minebea began its operations in 1951 as Japan's first specialized manufacturer of miniature ball bearings. For some time the Company engaged in a small-scale production geared to the domestic market. With the start of export to the U. S. in the late 1950's as a momentum, the Company continued to steadily expand its operations overseas: Production began in the U. S. in 1971, in Singapore in 1973, in Thailand in 1982, and in Shanghai, China in 1994.
    In the meantime, Minebea continuously diversified its operations. Sales of bearings including miniature ball bearings currently account for less than 30% of the Company's overall sales; still, the Company produces miniature ball bearings and small-sized ball bearings (M & I bearings) with external diameters of up to 22 millimeters at 10 of its manufacturing facilities all over the world. With a total production amounting to 130 million pieces per month (expected to reach 150 million pieces by the end of 2000), Minebea enjoys a 65% share of the global market as the world's top manufacturer of these bearings.
    In this text, I would like to explain how Minebea, through global expansion of its operations, has achieved the current competitive position exemplified by high product quality, competitive pricing, on-time delivery performance, and volume production capacity. Taking M & I bearings for example, I will elaborate on current situation, history, background, and purposes of Minebea's operations in Singapore, Thailand, China, and the U. S. I will also talk about various factors that characterize Minebea's operations in these countries such as training of all employees at the parent plant, intensive technology transfer, installation of the most advanced machinery/equipment, thorough in-house production of parts and components, horizontal administrative system, and separation of production and sales.
  • 企業間システム論の一事例として
    島田 克美
    2000 年 2000 巻 15 号 p. 75-83,150
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    The Japanese food system is characterized by fragmented vertical specialization in production and marketing. However, in many cases, food production in Japan is performed under the coordination activities of integrators. For example, in broiler production, there are many kinds of integrators who own and operate meat processing plants.
    The integrators purchase chickens from growers based on contracts, or raise chickens in their own chicken houses. At the same time, many of these integrators are cntrolled by big trading firms (called sogo shosha or simply shosha). In some cases, shoshas own broiler processing firms, and in other cases their related feed manufacturing companies do the same or lend financial support to local integrators. shoshas import grain and sell it to feed manufacturers, and they also buy and sell poultry directly or through their related meat merchants.
    Furthermore, shoshas act as organizers in the distribution system of processed foods. Many food wholesalers are now controlled by shoshas. These wholesalers own and operate distribution centers equipped with advanced computer systems and play the role of sending goods to big chain stores.
    To sum up, the role of shoshas ranges from ownership of totally integrated systems to various arrangements performed by contracts. And shoshas are acting as the integrator of integrators in many economic fields.
    But if we evaluate the degree of the integration performed by shoshas, it is not so high as that of holding companies in terms of ownership. Also, in terms of coordination, the degree of coordination is not so high as that of hierarchically organized big corporations. The integrated system under the shosha is an example of keiretsu, which are large “families” of intercorporate relationships.
  • 渡邊 博子
    2000 年 2000 巻 15 号 p. 85-96,151
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    The purpose of this paper is to discuss for Japanese household electric appliance makers' new measure, under severe situation, which is trying to development products meeting “Seikatsu-sha”, one aspect of usability or “ease to use” of products.
    The domestic production of household electric appliance (comprised of “white goods” and “AV”, audio-visual equipment) declined gradually from about 7.2 trillion-yen in 1991, the peak, to about 4 trillion-yen in 1998. And as for exports and imports, decrease in export values and a little increase in imports values were generally remarkable in 1990's. Globalization of the Japanese household electric appliance industry is progressing steadily, but the overseas production of Japanese household electric appliance makers is not increasing so much.
    In particular, for the domestic production in Japan, the household electric appliances makers have hosts of problems and are suffering from these such phenomenon, various changes of management environment, the maturing of goods and saturation of the market, a decline in demand, and the absences of any hit goods and so on.
    Therefore, Japanese household electric appliance makers have been struggling with the restructuring of domestic business management and coping with the development of product strategies. For one aspect of this is the makers are trying to develop products meeting to “Seikatsu-sha”, people who have high consciousness of their life (including consumers, customers, users, and so on), by coping with the change of life-style and needs of “Seikatsu-sha”, and that of the structure of economical society.
    And at the same time the household electric appliances demonstrate the pursuit of work efficiency and convenience, “ease to use” items with goods operability or “barrier free design” or “universal design”, what is called “Hitoni-Yasashii-Monozukuri”, are highly valued, and such a product development is carried out in the makers.
  • 香川 勉
    2000 年 2000 巻 15 号 p. 97-110,152
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    Automobiles made a major contribution to economic development and improved standards of living in the 20th century, and are now indispensable to the conduct of daily life and economic activity.
    Despite this success, there have been various negative aspects to automobile use from the outset, including the risk of accidents, burdensome noise levels and harmful exhaust emissions.
    The rapid spread of motorization on a global scale in the years following World War II moved such problems into the forefront of social concerns. Beginning in that period, major advances in automotive technologies have focused on increased fuel efficiency (in response, initially, to international oil shortages) and compliance with more and more stringent exhaust emission regulations.
    Against this background, the Japanese automobile industry made its first real entrance into the world market around 1970, and thereafter quickly gained significant market share in a number of the industrialized western nations. One eventual outcome of this Japanese expansion was trade conflict, with the consequent shift from export to transplant manufacturing operations. It also led to the creation of strategic global alliances and increased cooperation between automakers and parts suppliers.
    Proliferating cooperative ties are, in part, a response to new global environmental concerns that have arisen over recent decades, including the problems of global warming and end-of-life vehicle recycling.
    Measures in two basic areas must be taken to resolve these issues. One area of effort focuses on the development and implementation of ITS-Intelligent Transportation Systems-to improve traffic flow and safety, enable greater fuel economy (for increased energy conservation) and reduce vehicle exhaust emissions released into the atmosphere. ITS will also constitute a viable alternative to traditionally costly new road construction during a protracted period of budgetary constraints.
    The second and most promising area of effort focuses of the development and market introduction of smaller, lighter vehicles with greater durability and increased recyclability. Included among these are the alternative-fuel vehicles that offer outstanding environmental compatibility-CNG (compressed natural gas), hybrid and fuel-cell vehicles.
  • 川北 眞史
    2000 年 2000 巻 15 号 p. 111-119,153
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    It has taken quite a while for “informatization” to progress, yet currently, it is expanding at an alarming pace.
    “Informatization” is the intensive utilization of IT, Information Technology.
    At present, the contributing boosting factors of “Informatization” are realized through both supply and demand components; namely, the expansion of Information Technology, widespread use of the Internet, and the introduction of re-engineering, mainly by corporate enterprises of developed countries.
    “Informatization” will ultimately resolve into a network society which will run close to a “perfect marketplace”, where information is passed on instantly-ignoring the time/space constraint-at low cost. As a result, intermediary business agents that evolved from the information gap as an added-value will lose existence value, and hence disappear, while optimization of global procurement of materials and components will be made possible, thereby, increasing efficiency in procurement and sales. Furthermore, consumer lifestyles will change. Therefore, companies are expected to face up to the evolution of a network society and approach business expansion accordingly.
    The biggest problem facing the network society is the digital divide.
    Moreover, a new type of Information Appliance is in demand for this network society-one with easy operation along with high quality network capability and digital security-which will take over the role of personal computers.
    In Japan, as part of corporate reform strategies, investment in IT is in full swing. In fact, IT investment is said to be the driving force behind Japan's capital investment. In addition to IT investments by corporate enterprises, “informatization” is accelerated by widespread use of the Internet, and furthermore, new stock exchange markets have been set up, all resulting in the emergence of Internet-related entrepreneurs in Japan. This phenomenon is expected to stimulate the industry and economy of Japan, which has been suffering from post-bubble stagnation. Yet on the other hand, “Internet-bubble” is a new phrase that has emerged up recently, indicating that this may end up as a one-off trend. “Informatization” itself is irreversible; therefore, deregulation, for example, is needed to encourage further entrepreneurs entering the market, and appropriate management of the newly opening stock market is expected, all in an effort to stop this becoming a one-off boom.
    The future of 21st century Japan depends on whether or not Japan can adapt into the network society. This means we must urgently construct both a societal system and corporate strategy that respond to the Age of the Information network.
  • 宋 娘沃
    2000 年 2000 巻 15 号 p. 121-133,154
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
    The Korean semiconductor industry has rapidly grown and accomplished remarkable achievements. In the 1990s, Korea has been the world's third-largest semiconductor supplier after only the US and Japan.
    The purpose of this paper is to analyze the role of technology transfer and the industrial policy of the Korean government to develop the Korean semiconductor industry.
    Intra-firm and inter-firm technology transfers have played a critical role in acquiring foreign technology and the development of the Korean semiconductor industry. Korean semiconductor firms could absorb new technology of VLSI products, collect technological information, recruit foreign educated Korean engineers from US subsidiaries of the Korean semiconductor firms. Korean firms have imported design related technology from US as well as materials and manufacturing equipment from Japan through inter-firm technology transfer.
    The Korean government and ETRI (Electronics and Telecommunications Research Institute) have played a critical role in stimulating technological cooperation among domestic firms. They conducted joint research and development projects on 4M, 16M/64M, 256M DRAM from 1986 to 1997.
    The joint research and development projects were formed by domestic firms, public institutions and universities. ETRI, a public research institute, has played an important role in organizing and coordinating the management of the consortium. The technology exchange committee was very active in the matter of sharing information and technology among domestic firms. The consortium has been supported by public funds. The contribution of financial support reduced the huge cost of developing new products and the risk of technical uncertainties. The joint research and development projects on DRAM in the Korean semiconductor industry concentrated on product development, unlike the VLSI Research Project in 1976-1980 in Japanese semiconductor Industry and SEMATECH, the Semiconductor Manufacturing Technology consortium in US which concentrated on manufacturing equipment.
  • 草原 光明, 丸川 知雄, 鈴木 直次, 黒川 博, 明石 芳彦, 小松 聰, 平井 東幸, 山本 勝巳
    2000 年 2000 巻 15 号 p. 135-144
    発行日: 2000/03/30
    公開日: 2009/10/08
    ジャーナル フリー
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