数字を引っ張ってくる労力も惜しいし、時間もないので、とりあえず可能性を列挙してみようと思う。別に厳密な議論をするつもりはない。少し考えればわかる範囲での思考をしてみよう。
2012年05月24日
日本の大学が衰退する時：悲観的な可能性に関するブレイン・ストーミング
高等教育機関の代名詞たる、大学。
これが人材の輩出帰還としての重要性を持ち始めたのは、何時頃からなのだろうか。高等教育機関として、教育を望む人達に教育サービスを提供するこのビジネスモデルの今後は、どうなるのだろうか。
数字を引っ張ってくる労力も惜しいし、時間もないので、とりあえず可能性を列挙してみようと思う。別に厳密な議論をするつもりはない。少し考えればわかる範囲での思考をしてみよう。
続きを読む (Click here to read full article)
数字を引っ張ってくる労力も惜しいし、時間もないので、とりあえず可能性を列挙してみようと思う。別に厳密な議論をするつもりはない。少し考えればわかる範囲での思考をしてみよう。
2012年03月10日
「日本的経営」がなぜ存在するのか。「日本的経営」はどこに向かうべきなのか
2012年01月13日
日本経済を語る際に少なくとも読んでおくべき本５０冊
リストにある本で、もし反対意見がありましたらお知らせ下さい。
2011年05月25日
チューリッヒでの公開講義の概要
2009年04月15日
Theories on the corporate boundary decision
(English only... draft)
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Discussions of the organizational boundaries, most recently outsourcing decisions, are a central phenomenon that has been viewed through multiple theoretical lenses. The theories on the existence of the firm are classified into two major streams: Transaction Cost Economics and the Resource Based View. However, recent developments suggest that a number of other theories, such as institutional theory and contingency theory, should also account for the decisions.
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2009年04月10日
Theories on the international location decision of the firm (UPDATED)
(English only... personal note)
Location has been considered as a potential source of advantage of a nation and firms. The macro-level discussions around the national advantage provide useful insights into the motives of cross-border relocation and supplement the micro-level discussions of how firms decide to internationalize.
Location has been considered as a potential source of advantage of a nation and firms. The macro-level discussions around the national advantage provide useful insights into the motives of cross-border relocation and supplement the micro-level discussions of how firms decide to internationalize.
続きを読む (Click here to read full article)
2009年04月03日
Rise of Global companies (UPDATED)
(English only...)
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Firms develop through interactions with their environment. In fact, eighteenth-century firms were as well designed to adapt to their environment as those of the twentieth century (Boyce and Ville, 2002). Due in large part to the innovation of social systems and changes in the external environment, firms have evolved over time to the point where they stand today.
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2009年03月02日
Social Order in an organization: Is there a democracy in the network organization and alliance capitalism?
(English only...)
Global competition, converged tastes, rapidly changing technologies, and short-product life cycle has meant the need for huge capital investment that one company can not endure and, therefore increased the importance of cooperative strategy (Faulner D and De Rond M, 2000).
Global competition, converged tastes, rapidly changing technologies, and short-product life cycle has meant the need for huge capital investment that one company can not endure and, therefore increased the importance of cooperative strategy (Faulner D and De Rond M, 2000).
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2009年02月20日
Why does the emergence of integrated financial systems appear to precede an industrial ‘take-off’?
(English only...)
One of the most important factors to measure the success of a nation has been the economic growth. In fact, although there are several different theories to explain the source of economic growth, it is reasonable to say technological capability is one of the sources of economic growth (Freeman and Soete, 1997)
続きを読む (Click here to read full article)
One of the most important factors to measure the success of a nation has been the economic growth. In fact, although there are several different theories to explain the source of economic growth, it is reasonable to say technological capability is one of the sources of economic growth (Freeman and Soete, 1997)
続きを読む (Click here to read full article)
2009年02月19日
Transformation of IBM:factors that made it crucial
(English only...)
IBM has established by Herman Hollerth in 1896. It first specialized in punched card data processing equipment, and gradually changed its focus of business operations in response to the development of computer industry and technologies
続きを読む (Click here to read full article)
IBM has established by Herman Hollerth in 1896. It first specialized in punched card data processing equipment, and gradually changed its focus of business operations in response to the development of computer industry and technologies
続きを読む (Click here to read full article)
2009年02月05日
偶然的必然がもたらしたイギリスの産業革命
(Japanese only...)
一般的な議論はまったくおいておいて、産業革命がなぜイギリスで起きたかという理由に関して、この国が恵まれていた一点「低地が多くて湿地だらけという点」を軸に一筆書いてみようと思う。
続きを読む (Click here to read full article)
一般的な議論はまったくおいておいて、産業革命がなぜイギリスで起きたかという理由に関して、この国が恵まれていた一点「低地が多くて湿地だらけという点」を軸に一筆書いてみようと思う。
続きを読む (Click here to read full article)
2009年01月11日
Preliminary Thoughts on the Potential of Small Organization
(English only...)
I Introduction
In the age of globalization, expanding business into global becomes increasingly important even for local start-up/SMB. The changes of external environment are rapidly changing the established pattern of the international expansion of small domestic organizations; increasing number of companies is entering overseas markets from the earliest stage of their operations (e.g., “Born Global”). I was a member of the management of three start-ups, and felt the impact of global competition. As a management consultant, I observed number of small companies to leverage outsourcing services, providing well-designed electronics in global market. I came to understand globalization brings significant threats and opportunities even for small organizations.
Theoretically speaking, a small organization can potentially enjoy competitive advantages against a larger organization in today's business environment. The emergence of new methods to obtain funding, outsourcing services, and low-cost marketing opportunities has destroyed the traditional limit of small organization. The flexibility enables these organizations to select the best-qualified partners and gives them the ability to deal with large fluctuations in demand. Furthermore, the shorter decision-making process allows these businesses to develop more innovative products and services in short amount of time. Given an existence of abundant external resources in the market, small organization can be an attractive and strategic choice to maintain a competitive advantage. Although it is not an instantaneous shift, there are many indications that within decades a small organization of 20-30 members will be able to operate a global value chain, potentially a billion dollar international business.
However, in reality there are only a few examples of such small organization that operates large global value chain. The two most significant factors may be the economics of scale and the additional transaction costs associated with the adoption of external resources. While the benefit of being small will be maximized in knowledge intensive business with fluctuating demand and diversified needs, it may not be advantageous in labour-intensive or capital-intensive business that requires the economics of scale. Furthermore, at this point higher transaction costs associated with inter-firm exchanges in the value chain consisting of several independent organizations outweigh the benefits in most cases. Therefore, general argument is that small organization is under significant pressure of globalization. Global competition is threat, not opportunity for small domestic organizations.
Number of articles aim at providing insight on the impact of globalization, outsourcing, offshoring and other major trends on the larger organizations. However, application of established theories on small businesses is still at examination stage, especially due to the diversity and complexity in SME sector. The question is if the change of external environment is an opportunity for small domestic organization or not. Potentially, globalization might destroy all the local businesses. On the other hand, it may provide significant opportunity for small organization. We have to figure out how small organization can maximize its unseen potential in the next century. This short work presents several preliminary thoughts on the potential of such small organizations in the next century.
続きを読む (Click here to read full article)
I Introduction
In the age of globalization, expanding business into global becomes increasingly important even for local start-up/SMB. The changes of external environment are rapidly changing the established pattern of the international expansion of small domestic organizations; increasing number of companies is entering overseas markets from the earliest stage of their operations (e.g., “Born Global”). I was a member of the management of three start-ups, and felt the impact of global competition. As a management consultant, I observed number of small companies to leverage outsourcing services, providing well-designed electronics in global market. I came to understand globalization brings significant threats and opportunities even for small organizations.
Theoretically speaking, a small organization can potentially enjoy competitive advantages against a larger organization in today's business environment. The emergence of new methods to obtain funding, outsourcing services, and low-cost marketing opportunities has destroyed the traditional limit of small organization. The flexibility enables these organizations to select the best-qualified partners and gives them the ability to deal with large fluctuations in demand. Furthermore, the shorter decision-making process allows these businesses to develop more innovative products and services in short amount of time. Given an existence of abundant external resources in the market, small organization can be an attractive and strategic choice to maintain a competitive advantage. Although it is not an instantaneous shift, there are many indications that within decades a small organization of 20-30 members will be able to operate a global value chain, potentially a billion dollar international business.
However, in reality there are only a few examples of such small organization that operates large global value chain. The two most significant factors may be the economics of scale and the additional transaction costs associated with the adoption of external resources. While the benefit of being small will be maximized in knowledge intensive business with fluctuating demand and diversified needs, it may not be advantageous in labour-intensive or capital-intensive business that requires the economics of scale. Furthermore, at this point higher transaction costs associated with inter-firm exchanges in the value chain consisting of several independent organizations outweigh the benefits in most cases. Therefore, general argument is that small organization is under significant pressure of globalization. Global competition is threat, not opportunity for small domestic organizations.
Number of articles aim at providing insight on the impact of globalization, outsourcing, offshoring and other major trends on the larger organizations. However, application of established theories on small businesses is still at examination stage, especially due to the diversity and complexity in SME sector. The question is if the change of external environment is an opportunity for small domestic organization or not. Potentially, globalization might destroy all the local businesses. On the other hand, it may provide significant opportunity for small organization. We have to figure out how small organization can maximize its unseen potential in the next century. This short work presents several preliminary thoughts on the potential of such small organizations in the next century.
続きを読む (Click here to read full article)
2008年11月15日
From Scientific Management To Lean Production
(English only... )
I Introduction
Scientific management has roots in the work of Frederick Winslow Taylor starting in 1880s. The concept became widely known by his book, The principles of Scientific Management (Taylor, 1911). Direct example is the mass production of car, notably Henry Ford’s Model T. Introduction of moving assembly line, interchangeable parts, and division of labour allowed under-skilled workers to replace craftsmen. Reduction of the price of the car enabled increasing number of citizens to purchase their own car.
The impact gradually changed the other industries as well. Not only manufacturing, but also service industries have adopted the concept and have realized tangible productivity growth. The mass production created the age of mass consumption and changed human life significantly. Until 1950s when lean production emerged in Japan, we have entered the new age that needs new business practice.
I argue that different circumstances lead to different assumptions and, therefore, different business practice. Basic principles of Lean Manufacturing originated in the principles of scientific management, however the principles are substantially modified to leverage increased capabilities of labour force and to accommodate unstable and rapidly changing market environments. Lean manufacturing is invented to reflect the significant changes of the environment in which factories operate.
続きを読む (Click here to read full article)
I Introduction
Scientific management has roots in the work of Frederick Winslow Taylor starting in 1880s. The concept became widely known by his book, The principles of Scientific Management (Taylor, 1911). Direct example is the mass production of car, notably Henry Ford’s Model T. Introduction of moving assembly line, interchangeable parts, and division of labour allowed under-skilled workers to replace craftsmen. Reduction of the price of the car enabled increasing number of citizens to purchase their own car.
The impact gradually changed the other industries as well. Not only manufacturing, but also service industries have adopted the concept and have realized tangible productivity growth. The mass production created the age of mass consumption and changed human life significantly. Until 1950s when lean production emerged in Japan, we have entered the new age that needs new business practice.
I argue that different circumstances lead to different assumptions and, therefore, different business practice. Basic principles of Lean Manufacturing originated in the principles of scientific management, however the principles are substantially modified to leverage increased capabilities of labour force and to accommodate unstable and rapidly changing market environments. Lean manufacturing is invented to reflect the significant changes of the environment in which factories operate.
続きを読む (Click here to read full article)
2003年02月12日
暗黙知としての法、「道徳」の消失がもたらすもの
インターネットは、ネットワークコミュニティというものを生み出した。それは物理的な、そして時間的な制約が取り払われたインタラクションによって形成される。
物理的な、時間的な制約とはなんであるか、
物理的な面とは、ある人物とある人物が情報交換する際に、時間をかけて、その人物自体が移動する必要性がなくなったということである。すでに電話などによっても実現されてきたが、それがさらに進化し、複数の人間間で、遠隔地間においてもフェイストゥフェイスとかわらない情報交換が可能となりつつある。続きを読む
物理的な、時間的な制約とはなんであるか、
物理的な面とは、ある人物とある人物が情報交換する際に、時間をかけて、その人物自体が移動する必要性がなくなったということである。すでに電話などによっても実現されてきたが、それがさらに進化し、複数の人間間で、遠隔地間においてもフェイストゥフェイスとかわらない情報交換が可能となりつつある。続きを読む
