長内　厚

概要：

　本稿は，生命・健康にかかわる積極的医療技術における患者の感性や情緒を考慮した技術開発に関する探索的研究である．仮により技術的に優れた選択があったとしても，結果的に治療成績や治療後の予後の向上に結びつくのではないか，という問題意識に基づいて，高齢者の重度大動脈弁狭窄症の事例をもとに，外科的な術式開発における意味的価値創造の可能性を議論する．

ISSN：2186-8530

概要：Japanese electronics parts suppliers keep their competitive advantages. Platform leadership is effective for increasing competitiveness of supplier, for organizing advantageous industry structure to its own. However, in maturity stage, it is extremely difficult that supplier becomes a new platform leader and reorganizes the structure. We takes up a case of architectural reorganization in LCD industry by part supplier who twist a strategy of finished product manufacturer, and show importance piercing into customer's Domain focus strategy.

ISSN：2186-8530

概要：In the perspective of microeconomic, R&D expenses are fixed costs, it has been considered companies that can be worked out is a wealth of development costs as to be advantageous to innovation (Kamien and Scuwartz, 2003). In addition, the competitive environment that promotes innovation, it has been pointed out in various studies (i.e., Numakami, Asaba, Shintaku and Amikura, 1992).In these conventional discussions, it is assumed that the unlimited environment promotes innovation, and there are discussions of "How do we eliminate the limitations?" for promote the innovation (i.e., Nonaka and Tokuoka, 2009; 2012). On the other hand, taking advantage of the fact limitations, lead to the promotion of innovation as inducing factors of competition them (i.e., Kusunoki, 2001; 2006 and Osanai, 2006; 2012), but in general, the severe development environment and limited resources has been recognized as a factor that inhibits the innovation activities of the company. Porter and Takeuchi (2000) analyzed the relationship between innovation and government, and revealed the industries that have received the protection and limitations of the country have failed most, and vice versa, the industries placed in competitive environment have been successful.Thus, in the discussion competitive environment and to promote innovation is commonly shared, in the military industries a variety of "limitations" are large, for example, such as in a development case of F-2 fighter, CFRP processing technology it is produced, and had brought the competitive advantage as a technology for carbon fiber technology of Japan is essential in the development of commercial aircraft today. The military industries of United States and United Kingdom that were the leader in early stage of the carbon fiber development, in huge budged and free R&D environment. But these industries gave up the application to aircraft of carbon fiber technology finally.In this study, we had analyzed the cause and process why the Japanese industries in large limitations have been leader not only in this market in the world for business but also in technical.

ISSN：2186-8530

概要：Many Japanese companies performed new technology development positively and created the business domain with new technologies. In those technology-oriented companies, we can often find that a person from superior engineer becomes a top-manager/middle-manager to lead new business development. In real business, there may be implicit agreement that superior engineers are suitable for technology management, a new business development based on technologies. In fact, they have complexity, difficulty, equivocality on technology evaluation. so it seems that managers are needed to have technological knowledge and skill as professionals. However, superior engineers are not always good business leaders, because leaders are required to have business management skills.So, we'd like to discuss about form of T-Shaped Skill(Iansiti,1993) and the balance of exploration and exploitation(March,1991) on the ability of the individual level. In this study, we've focused that non-engineer leader (who has only breadth knowledge ). Non-engineer leader succeeded in new business development, because of three reasons.First, The Non-engineer leader explored the examination of the business domain and academia-industry cooperation in the activity. The Leader accessed outside positively, and transfered new information into his organization. Second, The Leader encouraged cooperation with external expert and outsourcing, and organized a team for managing the technology exploitation process. Third, The Leader integrated the technology development and market.

ISSN：2186-8530

概要：This paper argues an excellent manufacturer as a major player in an existing market fails to adapt to drastic change of value dimension. Drastic change of value dimension may have similar work to incumbent's failure in Christensen (1997). In the paper, we discuss of an empirical case of fundamental change of competition circumstances in consumer portable audio player market. For long decades, Sony had strong advantage of Walkman. Brand advantage of Walkman is not an only reason of Sony's advantage, but launching new technology at regular intervals is also the origin of the advantage. Cassette tape, Compact Disc, and Mini Disc, such new technologies had appeared in the market by turns. The new products' advantages are basically the values from specifications and features realized by advanced technologies. Therefore, Sony had defined audio players' value as such quantitative specifications and features. Apple has, however, launched iPod around 2000. Apple has defined their products' value as different direction from Sony. iPod's advantage is emotional and qualitative value from unique cosmetic design and unique user interface. Apple might not think the traditional specifications and features aren't priority in their R. Changing value direction is basic and strong advantage of Apple as a new comer. This paper shows Sony might also realize Apple's new value direction. Why hasn't Sony adapted to that? Sony had to pile up in the existing market and expectation of existing customers. That's the difference between Sony and Apple. The market prices of 2 brands' products were equivalent criteria to define the R budget. Under equivalent budget criterion, it must be issue of allocation of resources, as same meaning as Pareto optimality, whether to invest to traditional value or to invest to creating new non-functional value. The further Sony satisfied the existing customers' needs, they couldn't became to invest their R resources into creating new value. This paper called the dilemmatic value change "product concept innovation."

ISSN：13426907

ISSN：03873129

ISBN：978-4561225782

ISBN：978-4274208690

ISBN：978-4254295672

ISBN：978-4542301382

口頭発表（一般）

口頭発表（一般）

口頭発表（一般）