2000年度後半以降の日本のエレクトロニクス産業の国際競争力低下（世界規模における市場シェアの低下）の原因の一つとして，企業統治構造が，外部環境の変化に応じて変容しつつあるものの組織アーキテクチャと雇用システムの変容を活かしきれずに十分な企業のパフォーマンスの発揮を阻害している。本研究では，組織アーキテクチャの中でも組織構造，組織文化，人材に絞って，その変遷と企業統治構造との間のギャップから，同阻害要因を分析，考察した。研究の結果，従来の従業員主権をベースにした全社的な利益共有型の「経営者による支配レジーム」は変わらず存在し続ける一方で，同レジームの求める利益とは相反する利益を追求する製造のグローバル化と非正規雇用を導入している。企業と市場が環境適応しつつも，経営者は利益を誰のために求め共有するのか，という点で矛盾が解消せず，このことが国際競争力低下の一因になっていることを理論的に明らかにした。

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To understand the characteristics of the structure of Brazil’s agrochemical industry, we focused on the vertical and horizontal integration in the industry. Through a comparison with the US industry and a grain supplier like Brazil, we analyzed characteristics of investment by Japanese trading companies, using Sogo-Shosha as our case example. The study clarified that Sogo-Shosha has vertical and horizontal relationships which represent a rare case in the Brazilian agrochemical industry．

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Increasing number of M&A is being reported. Many are initiated to enhance its competitive position proactively, which marks the difference from those prevalent a decade ago for the survival of business that turned out to be unprofitable. Reorganization improves productivity and frees up redundant resources. But it does not necessarily mean sustainable growth of the economy, unless freed-up resources are utilized to produce higher value-add.
While Japan enjoyed economic recovery, driving it were the industries which formed their base of competitiveness in the ‘80s. Emerging economies brought a renewed opportunity to the once- mature industries. But as the history of Japanese steel, automotive, and electronic industries tells, active demand and fierce competition will eventually facilitate the development of industry clusters in the emerging markets. Developing new industries and thereby keeping relative wealth of domestic market will be crucial in ensuring Japan's sustainable growth. Japanese R&D is highly concentrated in large corporate sector. With its objective being business development for the company, corporate R&D tends to favor self-sufficiency and be kept inside until it's ready for business. Whether it's tailored-medicine or smart power, development of new industries requires "suriawase" of technical seeds across multiple industries and with emerging market application. However rich collective seeds are in the economy, if they are not exposed to multi-disciplinary "suriawase" early enough, it will not result in new industries in competitive timeframe. Technical seeds must be unlocked from the corporate wall. Well-touted practice of supplier management by Japanese automakers is in a sense open innovation albeit it's limited within a supplier network. It's time to extend that network beyond the traditional boundary in order to explore broader application and faster commercialization of technical seeds. Disciplined pursuit of R&D efficiency by corporations and political means to stimulate cross-disciplinary "suriawase" are needed to ensure sustainable growth of Japan.

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