設計組織による製品アーキテクチャの改変

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書誌事項

タイトル別名
  • DYNAMISM OF PRODUCT ARCHITECTURE BY DESIGN DIVISION
  • 設計組織による製品アーキテクチャの改変 : 非高付加価値・非先端技術分野における日本企業の製品開発組織
  • セッケイ ソシキ ニ ヨル セイヒン アーキテクチャ ノ カイヘン : ヒコウフカ カチ ・ ヒセンタン ギジュツ ブンヤ ニ オケル ニホン キギョウ ノ セイヒン カイハツ ソシキ
  • ――非高付加価値・非先端技術分野における日本企業の製品開発組織――
  • : PRODUCT DEVELOPMENT ORGANIZATION IN JAPANESE SHIPBUILDING COMPANIES

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抄録

Traditionally, companies in developed countries gradually lose their competitiveness in an industry as the industry matures. Under these circumstances, these companies should pursue high-value-added or cutting-edge technology to differentiate from advancing countries.<br> According to this traditional view, the Japanese shipbuilding industry would have lost its competitive advantage. In fact, this sector has been legally positioned as a structurally depressed industry since the 1970s. In addition, Japan’s shipbuilding production volume has been overtaken by Korea in the 1990s and by China in the 2000s. Some Japanese major shipbuilders withdrew from the industry or experienced mergers and acquisitions for survival.<br> However, the Japanese production volume of ships has risen since the later 1990s. Moreover, at the individual company level, certain existing Japanese companies have recently obtained competitive advantage without incorporating high value-added products or cutting-edge technology. These companies primarily make bulk carriers, which are traditional and relatively simple, and low value-added type of ships. Some of these companies are currently achieving their highest sales or profits.<br> This situation has not been predicted in management literature. Today, some researchers are examining this topic; however, determining how certain Japanese companies can have competitiveness without higher value-added innovation has not been fully discussed yet. Therefore, this study discusses why certain Japanese shipbuilders can gain competitive advantage with products that are low value-added and not particularly innovative.<br> Two cases of Japanese shipbuilding companies are considered, each with its own way of thinking regarding product design, both of whom have successfully changed product architecture. From these examples, this study infers that even an existing organization (for example, the development division of a manufacturing company) should learn component or production knowledge for successful architectural dynamism in a traditional industrial structure.

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