記述言語：日本語   出版者・発行元：岡山大学産業経営研究会  

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/53106

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その他リンク： http://ousar.lib.okayama-u.ac.jp/53106

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

This paper is the final report of our field research of the denim Jeans value chain network in the Setouchi district. Based on the argument delivered in our earlier reports, we now concentrate on the mechanism which underlies the survival of the district under the fierce global competitive pressures. We suggest that local economies such as ours full of small and medium sized producers of denim jeans tend to have individualistic industrial climates. Textile converters and fashion designers and the like do not hesitate to learn from their competitors by imitation. This is because they usually receive training on commercial knowledge and technical skills through their actual daily jobs instead of formal education at professional schools. Imitation is not only an important part of their professional learning, but also one of effective ways to save experimental costs to raise numerous ideas and prototype new products. This tendency creates a certain level of homogeneity of product designs, which also creates certain pressures for the manufacturers to differentiate themselves from their own competitors. Under this anbivalent iudustrial climate, the manufacturersseek their uniqueness through improvised reinterpretation of the original product designs. This uniqueness which creeps in the imitation process may come from the recent movement where some of young and entrepreneurial startups and the like acquire deserted production capacities that used to be owned by older generations. Faced with the recent fierce competitive pressures, such old generations have lost their motivation to continue their business and deserted their production facilities. The younger generation gives lives to such facilities and receives wider learning opportunities and flexible production capabilities under the new low−volume diversified production paradigm. Under this new circumstance, planned obsolescence of products becomes common and overall design and production capabilities are deemed to evolve quite quickly and effectively.本章の目的は，国内生産とりわけ三備地区でのジーンズ作りについて，インタビューを中心に行った調査結果を整理しながら報告し，そこからジーンズ産地力の持続メカニズムを抽出することである。第二次世界大戦の終結後，米国文化とともに，その象徴的な存在として中古ジーンズが日本に流入しはじめ，１９５０年代には活発に取引されるようになった。１９６０年代には国産ジーンズが若者を中心に人気を博し，三備地区を中心にジーンズ産地が形成されたが，産地形成には伝統的な技術蓄積の存在，リーディング企業の発生，染色の技術革新などが寄与していた。その後，ジーンズ市場の拡大とともに，紆余曲折しながらもジーンズ産地としての当地が発展を遂げてきた。ところが１９９０年代後半になると，ジーンズ生産の海外移転が始まった。また現在ファッションのサイクルはより短く，ユーザーの嗜好が多様化するなかで，市場の新たな要求に応えていける能力が求められるようになり，ジーンズ産地は変質を迫られてきた。現在，三備地区は変化の激しいジーンズ市場に対して機敏に対応できる生産力を有しているとされる。ジーンズの高付加価値化を可能にする技術・ノウハウが内在し，事業や技術を確実に伝承していくだけの起業者を確保している産地といえるかもしれない。この産地力の持続メカニズムを多少なりとも明らかにしたいというのが，本章の目的である。比較優位説が予想するように，綿花栽培に適した風土を有し，歴史的にも綿素材のアパレル製品供給力が高かったことは言うまでもない。本章はそれに加えて，産地力の持続性を説明する，産地に住み働く人々の自律的行為能力を加味したメカニズムを探求することをとくに狙っている。強力な集権的コントロールを欠いた産地型集積のなかでも，この地方は個人の我の強さや商魂の逞しさで知られており，そうした特長をもつ中小企業の経営者達が産地で生活し働くことから何をメリットと感じ，また産地全体として何らかの経済効果を挙げているとすれば，それはいかなる論理によって可能なのかを考察する。以下では第２部での報告に基づいて，産地全体に底流する産地力の持続メカニズムの論理化を試みる（第２節）。基本的には第１部で論じた協調的学習の場，すなわち〈実践コミュニティ〉として産地を眺め，メカニズムの抽出に努めている。

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その他リンク： http://ousar.lib.okayama-u.ac.jp/12383

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

本稿の目的は，産地型集積の維持・発展メカニズムの分析に先立つ予備的作業として，三備地区が他の繊維・アパレル産地に比較して産地力の持続に成功していることをフィールド調査を通じて考察することである。これに必要な作業としてまず，デニム・ジーンズの歴史や，ジーンズの消費財としての特殊性，三備地区がジーンズに出会ってから今日に到るまでの大きな流れなどを掴む。また倉敷市児島地区を中心とした製販ネットワークの現状を具体的に報告する。前稿で述べたように，産業集積にアプローチするうえで比較優位説を展開した「ヘクシャー＝オリン定理」を採用するのと並行して，Porter（１９９０a，１９９０b）が前提するようなプレイヤーの自律的行 為能力を重視したいというのが，本研究の立場であった。ヘクシャー＝オリン定理を適用すると，綿花の産地であった三備地区で綿素材を中心とした繊維・アパレル産業が形成されたことを理解しやすいであろうし，時代の変化に応じて企業が戦略的に経営の舵を切る様子に着目し，児島地区を中心とした製販ネットワークを産地型集積の一例として捉えることもまた有意義な作業であろう。ジーンズ産地の持続・発展のメカニズムを考察するとき，さらに一歩踏み込んで既存の産業集積論では説明しきれない部分を探し出し，より包括的な理解を構築したいと考えている。そこで＜実践コミュニティ＞という新しい視座の導入を試みるのだけれども，具体的には，産地内の企業間の切磋琢磨や競争的な試行錯誤が，ジーンズ産地の持続・発展に影響を与えた可能性を探求したいと考えている。ただしその分析作業は，次章以降の課題である。本章では，既存の理論を若干意識しながら，まずデニム・ジーンズや三備地区の簡単な歴史を振り返り，ジーンズ固有の厚地，芯白，綾織といった特性について説明し，三備地区が綿花の産地から紡績，織物，縫製など繊維産地へ発展した流れを追う（第２節）。続いて，企業が戦略的に経営の舵を切っていく「ジーンズ国産化」の流れを追う（第３節）。すなわち他のアパレル製品と比較してデニム・ジーンズの最大の特徴であり，またアメリカのジーンズには本来なかった洗い加工技術を中心にして，三備地区のジーンズ作りに対する取組みを概観する。続いてインタビューを通じて得られた三備地区に関するイメージを報告する。まず集積の主体である企業群を大きく３つの業態に分割し，それらの特徴を理念型として整理し，それぞれのメリットとデメリットを報告する（第４節）。続いて集積メリットのひとつとして，若手経営者の起業を促す要素を考察し，どのような試みが展開されているのかを報告する（第５節）。This paper reports our field research regarding the denim jeans production− distribution network in the Setouchi district. As argued in the previous paper, existing literatures fail to explain why and how the district has achieved technical and commercial sustainability regardless of facing fierce competitive pressures from abroad. We report some facts that the literatures have not fully acknowledged and therefore will lead us to reconstruct the way of seeing how the district works. The behaviors of the players in our research field seem to be more complex than theoretically predicted. A current popular way of explaining industrial agglomerations is the network based approach that can suitably illuminate numerous invisible networks functioning as flexible value chains to respond to the received orders from outside of the district. However, this approach is said to be less powerful when we turn our focus onto the players' individualistic and innovative behaviors since networks are essentially the human relations through which information and knowledge is collaboratively shared by the players. We believe that people in the district are highly intrinsically motivated, change their business models and hold ambivalent feelings towards the old paradigm where collaborative networks share incoming consumer information, technical knowledge and revenues from the market. We firstly report the history of Japan's denim jeans industry. Secondly, the competitive structure of the recent market follows. Lastly we focus on the recent entrants into the market who symbolically illuminate the vitality of the district. We will elaborate in our forthcoming paper a possible mechanism underlying the sustainable competitiveness of the district.

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その他リンク： http://ousar.lib.okayama-u.ac.jp/12400

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記述言語：日本語   出版者・発行元：日本経営学会  

Being viewed from the side of practitioners in the video game industry, questions such as 'Why Japan is strong?' became obsolescent. Management researchers have provided the practitioners with the ex post rationales drawn from the best practices of the industry. In effect, however, the practitioners have not been able to learn from the lessons and got lost in terms of what they are doing faced with fierce global competitions. The failed attempts on the side of the management researchers may signify the necessity to develop a new perspective to deal realistically and effectively with more uncertain business environments. Our attempt here places a special emphasis on ex ante rationales underlying the process of trial and error that Japanese game industry in its infancy experienced. Since no one knows objectively the best practices ex ante, the subjective artifacts that entrepreneurs have in mind during the process of experiential learning-in other words 'theories-in-use'-may be a crucial component for our perspective building. By a simple application of the Real Option approach, we conceptualize two 'theories-in-use' to approach uncertain future and conclude that a possible tradeoff at the level of entrepreneurs' perception may exist between the two approaches to capital commitments to uncertain projects-limited but continuous capital commitments and large capital commitments at earlier points in time-that may create a scope for effective differentiation strategies between competing firms. As a possible practical implication, although it is often recommended that firms should stay lean and virtual under high uncertainty, we suggest that the decision should be contingent on whom the firm is competing with.

DOI： 10.24472/keieijournal.18.0_69

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

The purpose of this paper is to examine one of the functions which entrepreneurs may play in the course of industrial development through a case study of Japan's RPG development race. As Japan's toy manufacturers often said, their market was characteristic of its small size and considerable demand volatility in comparison to other consumer products. Entrepreneurs must have seen any commitment to a cutting edge product, video games, as only a gamble and therefore behaved in a trial−and−error way. Furthermore, judging from the fact that no one could imagine the video game would come to turn over \1500 billion in 20 years, the firm level trial−and−errors and their subsequent variety of strategies on the industry level must have been the key to understand the unexpected market growth and technical evolution. However, recent management thoughts told us that the strategic variety in an industry could be possibly indulged by various pressures towards homogeneity. Such counter powers are referred to as organizational isomorphism, strategic bandwagon effects and so on. To examine those pressures which drive entrepreneurs back and forth towards strategic variety, this paper looks at the structural characteristics which underlie the way entrepreneurs see things in an uncertain environment. The case analysis takes the view that the video game industry was so uncertain that nothing could affect so deterministically entrepreneurs' behaviours other than their perceptions. As a conclusion here, this paper points out some tradeoffs underlying the two different strategies which the twin peaks of Japanese RPG producers, Square and Enix, employed to meet with the uncertainty of the infant RPG market. It also argues that these tradeoffs based on two different perceptions might have kept their startups from the isomorphic indulgence. As a more prospective argument, questioned is the quality of strategic variety which is often deemed as an unquestionable remedy to industrial stagnation.

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その他リンク： http://ousar.lib.okayama-u.ac.jp/40446

記述言語：日本語   出版者・発行元：白桃書房  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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総ページ数：59p   記述言語：日本語

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総ページ数：xii, 322p   記述言語：日本語

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担当区分：責任著者   記述言語：日本語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/54707

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その他リンク： http://ousar.lib.okayama-u.ac.jp/54707

担当区分：責任著者   記述言語：日本語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/54475

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その他リンク： http://ousar.lib.okayama-u.ac.jp/54475

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/53549

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その他リンク： http://ousar.lib.okayama-u.ac.jp/53549

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記述言語：英語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/52079

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その他リンク： http://ousar.lib.okayama-u.ac.jp/52079

記述言語：日本語   出版者・発行元：日本経営学会  

This paper outlines an extensive field research of denim jeans production in the Setouchi district in Japan. A special emphasis is placed on how 'flexible specialization' functions in the district so that the agglomeration of small specialist companies can realize creative product prototyping, surrounded by uncertain environments on both supply and demand sides. There is a general belief that horizontal specialist networks provide more flexible production capabilities under high uncertainty, compared to traditional keiretsu networks where product prototyping and mass manufacturing processes are hierarchically coordinated by large flagship companies. However, our field research in the past years has found that hierarchical aspects amongst small specialist companies still remain facing ever fiercer environmental uncertainties. Such small companies, on the one hand, lose their former flagship companies which shift their production venues out of the district under the pressures from low-cost foreign manufacturers. Focused on less price-sensitive and more demanding consumers, domestic production networks are now in the trial and error process of transforming themselves into horizontal specialist networks and conduct creative product prototyping on their own. On the other hand, simply due to their inexperience in product prototyping, certain hierarchical aspects persist, since they make tremendous efforts to find new flagship companies who complement inadequate prototyping capabilities of the specialist companies. At the same time, however, such aspects seem to presume a certain range of variations facing high uncertainty, which seems to be adaptively rational from an evolutionary perspective. In order to formalize the functions which new flagship companies may play, this paper employs Knight's distinction between 'uncertainty' and 'risk'. Further, traditional keiretsu systems and recent horizontal specialist networks are hypothesized as two distinctive ideal types which are good at handling 'risk' and 'uncertainty' respectively. Lastly, after reporting the difficulties which denim jeans specialist networks face in the Setouchi district, two brief case descriptions from our field research demonstrate different patterns of adaptive variations by trial and error under high uncertainty.

DOI： 10.24472/keieijournal.26.0_39

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記述言語：日本語   出版者・発行元：一般社団法人 経営情報学会  

昨年から組織化された、「イノベーション経営」に関する教育および研究内容について、報告する。

DOI： 10.11497/jasmin.2010s.0.9.0

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記述言語：日本語   出版者・発行元：岡山大学経済学会  

本稿は，岡山大学経済学部と(財)岡山経済研究所の共同研究プロジェクトの一環として行われた調査研究の報告書に加筆修正を加えたものである。その報告書は，会員組織である岡山経済研究所の会員向け冊子として配布される予定であり，それとは別に経営学などの研究者に向けて成果を公表することが，本稿の目的となっている。紙幅の制約上，いくつかの独立した論考としての体裁をとりながら連続して掲載する予定であり，その構成は以下の通りである。This research is a field study on the production−distribution network of denim jeans in the Setouchi district, being faced with the recent global competitive pressures. It has long been said that the textile and apparel industries in developed countries have been challenged by those developing economies that enjoy the advantages of low labor costs. The Setouchi district, which have had a long tradition of the industries, was no exception. It suffered a serious recession during the 1990s and 2000s and have lost their major customer bases. Amongst them, however, the denim jeans industry could survive the period by handling the negative impact from abroad in its own way. Since the denim jeans industry firstappeared in Japan in the 1960s, the district has established itself as the center of the industry and long sustained its better competitive positions. It seems true that successful manufacturers not only pass their traditional production capabilities to younger generations but also promote technical evolution to make the new capabilities fit into the new market conditions, which are more quality oriented, fragmented and unstable. We conduct a field research to illuminate to what extent the Setouchi district has been successful in the denim jeans production and distribution and how it has been achieved. This paper, which is a part of the report of our whole research, especially attempts to suggest a potential approach to the industry, which owes a lot to a new philosophical movement called 'communities of practice.' We suggest that our new approach should be more appropriate than conventional approaches in that it can firstly explain the psychological climates of the Setouchidistrict which are characteristically individualistic. Secondly, although local economies were previously understood to be facilitated by the network based succession and diffusion of technical and commercial knowledge, it seems that manufacturers' learning behaviors in this district tend to rely more on the independent trial and error method.

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その他リンク： http://ousar.lib.okayama-u.ac.jp/12407

記述言語：日本語   出版者・発行元：岡山大学経済学会  

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記述言語：英語   出版者・発行元：岡山大学経済学会  

DOI： 10.18926/OER/40488

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その他リンク： http://ousar.lib.okayama-u.ac.jp/40488

記述言語：日本語   出版者・発行元：岡山大学経済学会  

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その他リンク： http://eprints.lib.okayama-u.ac.jp/40522

記述言語：日本語   出版者・発行元：岡山大学産業経営研究会  

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記述言語：日本語   出版者・発行元：一橋大学  

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記述言語：日本語   出版者・発行元：東洋経済新報社  

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記述言語：英語   会議種別：口頭発表（一般）  

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記述言語：英語   会議種別：口頭発表（一般）  

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