鴻海の傘下になりシャープは再建された。本報告は、鴻海郭台銘氏の経営戦略に焦点をあてて分析する。郭氏は、競争他社が受け入れられないハイリスクを受け入れてアップルに食い込んだ。アップルは、スマホのケースを金属製の高級なデザインにした。このため、郭氏は高価工作機械の多数購入、24H 稼動等を受け入れた。シャープへの出資でも、多額の出資額とグローバルな「成長戦略」を提示し産業革新機構に勝利した。その後、郭氏は「資産査定」し、出資額を低減した。ハイリスクを取ると共に「経済合理性」を追求する。この郭氏の経営戦略を、私は「規範破壊経営」と名付ける。「規範破壊経営」がシャープ再建の背景にある。

The Foxconn Technology Group of Taiwan EMS Company and Sharp were officially announced on April 2, 2016 that Foxconn got 66 % of shares of Sharp. Terry Gou who is now CEO of Foxconn and has built up the world top EMS company in only his own one generation played at press conference with self confident speech for acquiring Sharp strongly.

Shigenori Nagamori who is now CEO of NIDEC Corporation has also built the world top small motor company in only his own one generation. Terry and Nagamori are both owner CEO and very similar management methodology because of different business segment and different country.

This paper discusses that why these owner executives can be able to achieve such a distinguished management performance, compared management style with owner executive and most of non owner executive and surveyed how to shorten the difference between both management style and performance.