JaLCDOI 10.18926/OER/41816
Title Alternative Toward a Theory Building in Business History: the Case of The McLaughlin Motor Car Company
FullText URL oer_024_3_031_059.pdf
Author Enomoto, Satoru|
Publication Title 岡山大学経済学会雑誌
Published Date 1992-11-25
Volume volume24
Issue issue3
Start Page 31
End Page 59
ISSN 0386-3069
language 日本語
File Version publisher
NAID 120002709512
JaLCDOI 10.18926/OER/41784
Title Alternative Revitalizing a Non-Profit Organization - the Case of Japanese Agricultural Cooperatives -
FullText URL oer_025_4_199_222.pdf
Author Enomoto, Satoru|
Publication Title 岡山大学経済学会雑誌
Published Date 1994-03-10
Volume volume25
Issue issue4
Start Page 199
End Page 222
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129732
JaLCDOI 10.18926/OER/41721
Title Alternative A New Paradigm for the Theory of Business Strategy - Based on the Resources and Capabilities of the Corporation -
FullText URL oer_026_3-4_171_193.pdf
Author Enomoto, Satoru| Kobayashi, Toshio|
Publication Title 岡山大学経済学会雑誌
Published Date 1995-03-10
Volume volume26
Issue issue3-4
Start Page 171
End Page 193
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129777
Author Enomoto, Satoru|
Published Date 1996-12-05
Publication Title 岡山大学経済学会雑誌
Volume volume28
Issue issue3
Content Type Data or Dataset
Author Enomoto, Satoru|
Published Date 1996-08-28
Publication Title 岡山大学経済学会雑誌
Volume volume28
Issue issue2
Content Type Article
JaLCDOI 10.18926/OER/41585
Title Alternative The Network Domain and Structure
FullText URL oer_029_1_023_046.pdf
Author Enomoto, Satoru| Moriyama, Mitsuyoshi|
Abstract The network domain which can pursue competitive advantages in business activities is characterized by exclusiveness. This exclusiveness is defined by companies not accepting anyone other than their own company or affiliated companies. The domain is also characterized by differentiation. Its sources of differentiation are subjective, tacit, or unsystematic knowledge which are constructed by the special relationship of the autonomous and voluntary members being linked for a long time. In this paper, it is referred to as network specialized knowledge (NSK). In addition, the primary network can be seen as the autonomous linking of equal term members. However, the network view discussed here is not a static view requiring each member's relationship to be fixed on equal terms in order to be recognized as a network, but is observed as a dynamic view. In the latter case, even if each member's relational base is originally authority, each member's relationship consciously excludes restrictions according to the aspect. If we consider the network from the structure aspect, we can classify two types of structure: decentralized and strategic. The former is that in which authorities are consciously transferred. This type of structure is not outside the existing framework of affiliated companies, related companies, and so on. The latter, however, is outside the existing framework. Even if companies are in competition, they are linked by the need to carry out high level strategies and by the need to create value. They are highly interdependent in regards to managerial resources on equal terms which are not restricted by authority or imbalanced dependence of managerial resources.
Publication Title 岡山大学経済学会雑誌
Published Date 1997-06-05
Volume volume29
Issue issue1
Start Page 23
End Page 46
ISSN 0386-3069
language 日本語
File Version publisher
NAID 110000129872
JaLCDOI 10.18926/OER/40587
Title Alternative Japanese and U. S. Business in Canada
FullText URL oer_035_3_001_018.pdf
Author Enomoto, Satoru|
Abstract This paper examines the extent to which Japanese and U. S. subsidiaries in Canada are contributing in terms of employment and value−added to the Canadian economy, respectively. As for the U. S. subsidiaries, they contribute much to the Canadian economy and more than 10% of both in employment and GDP in Canada is accounted for by the U. S. subsidiaries and this ratio tends to rise after the settlement of NAFTA which means to strengthen the relationships between two countries. In contrast, Japanese subsidiaries are not contributing to Canada directly not so much as the U. S. counterparts and rather they are only minor players. However, Japanese subsidiaries can play a major role indirectly (for example. technology transfer, management method and workplace discipline) in helping Canadian manufacturing,which has been thought as a weak industry for a long time.
Publication Title 岡山大学経済学会雑誌
Published Date 2003-12-10
Volume volume35
Issue issue3
Start Page 1
End Page 18
ISSN 0386-3069
language 日本語
File Version publisher
NAID 120002647265
JaLCDOI 10.18926/OER/40525
Title Alternative Business, CEO, Employees and Ethics
FullText URL oer_036_2_001_013.pdf
Author Enomoto, Satoru|
Publication Title 岡山大学経済学会雑誌
Published Date 2004-09-10
Volume volume36
Issue issue2
Start Page 1
End Page 13
ISSN 0386-3069
Related Url http://www.e.okayama-u.ac.jp/gakkai/
language 日本語
File Version publisher
NAID 120002576146
JaLCDOI 10.18926/13316
FullText URL 6_037_044.pdf
Author Enomoto, Satoru|
Abstract As everybody knows, China is growing very rapidly since the opening of the country in 1978.The real Gross Domestic Product (GDP) of China in 2006 has more than 13 times larger than that of 1978. If we suppose the real GDP in 1978 is 100, then we can get 1335 in 2006. Also, the real growth rate of China is almost 10% annually during the same period ( Ke,2006) and people in the world are amazed to know it. It is often said that the sum of China's GDP will surpass Japan's within a decade or less, if China continues to grow. With the continuation of the growth of Chinese economy, many companies in the world, especially US, European and Japanese companies have already gone into China either to produce goods for exporting back to home country or to foreign countries (export market-oriented) or to produce goods for Chinese domestic market (domestic market-oriented) or both, in any case, exploiting the use of inexpensive labor forces. In fact, foreign countries, of course the main actors are multinational corporations (MNCs) , have heavily invested in China. For example, the total accumulated amount of foreign direct investment (FDI, stock base) from Japan to the world has amounted to $449.6bn. in 2006, of which China has received $30.3bn. (6.3%) , the fourth rank, following the U.S. ($156.4bn., 34.8%) , Holland ($45.4bn., 10.1%) , and U.K. ($31.6bn., 7.0%) . Even on the flow basis, China has received $63.0bn. of inward investment in 2006, of which the most important investing country to China is Hong Kong, totaling $20.2 bn. in 2006, followed by UK-held Virgin Island ($11.2 bnJ ,the second rank, Japan ($4.6bnJ ,the third rank, South Korea ($3.9bnJ and the U. S. ($2.7bn) . (China Statistical Yearbook 2007; JETRO White Paper: Trade and Investment 2007) Based on the above-mentioned facts, we consider the competitive situations among companies from different countries in China. Do they compete head-to-head? Or, do they compete in another way? Through the executives' perception on competition, we try to deal with how they feel their competitive situation in China, based on a questionnaire survey which was sent to Japanese executives in charge of managing manufacturing subsidiaries in China during September to October in 2004 to investigate how subsidiary executives feel their competitive situation there and what kind of strategy they should pursue in the coming years. This paper comprises 4 sections. The next section shows how we collected companies' data, operating in China, and what kind of criteria we have employed to do the research and the basic features of responding companies. The third section deals with the perception of executives on how they perceive their conditions of Chinese market in relation to the competition with their competitors. And we also introduce Porter's Five forces model to investigate why they feel about their market. The final section argues that we have to consider how Japanese executives respond to the competitive situation. Hence, a managerial implication will be discussed from the standpoint of Japanese executives.
Publication Title 北東アジア経済研究
Published Date 2008
Volume volume6
Issue issue1
Start Page 37
End Page 44
ISSN 1880-8476
language 英語
File Version publisher
NAID 120002310523
JaLCDOI 10.18926/OER/12393
Title Alternative Technology Transfer and the Infringement of Intellectual Property Right based on the Questionnaire Survey on Japanese Business in China −from Headquarter’s Perspective−
FullText URL 38_2_099_128.pdf
Author Enomoto, Satoru|
Abstract この報告は2005年に実施した「中国における日系現地法人の対中技術移転戦略および知的所有権侵害に関するアンケート調査(日本本社用)」に基づく報告である。
Publication Title 岡山大学経済学会雑誌
Published Date 2006-09
Volume volume38
Issue issue2
Start Page 99
End Page 128
ISSN 03863069
language 日本語
Copyright Holders 岡山大学経済学会
File Version publisher
NAID 120002304857
JaLCDOI 10.18926/OER/12386
Title Alternative Turnaround Strategy in Small and Medium Enterprises
FullText URL 38_2_001_021.pdf
Author Tani, Yukiharu| Enomoto, Satoru|
Abstract 本論文ではターンアラウンドを成功させた中小企業について,ターンアラウンドの危機的状況とそこから脱出するターンアラウンド戦略の特徴を明らかにする。戦略がないと指摘される日本企業であるが,ターンアラウンド状況においては出血を止める短期的取り組みの「縮小戦略」と持続的競争優位をつける長期的取り組みの「復帰戦略」が必要である。特に後者の場合,特定市場に特定製品を集中させ競合他社との差別化を図り競争優位を確立するためには戦略的視点が重要となる。これら戦略に加え,ターンアラウンドを成功させるためには,リーダーシップの発揮やステークホルダーの支援 などをとりつける必要がある。この研究では,Robbins & PearceⅡ[1992]の「縮小戦略」と「復帰戦略」を時間軸の視点として捉え,さらに,その時間軸上においてSlatter & Rovett の「ターンアラウンドに必要とされる7つの要素」がどのように展開されるかを大企業と中小企業において同じフレームワークを用いた分析を試みる。そして,中小企業のターンアラウンド戦略の特色を提示したい。
Abstract Alternative By using an analytical framework, this paper deals with the turnaround strategy in small and medium enterprises (SMEs) which were once on the brink of bankruptcy. The framework we use comprises two dimensions. On the horizontal dimension, we divide two stages, one is withdrawal stage, the other recovery stage as time passes. On the vertical dimension, seven factors which are needed to make the company revive are explored. As a result, we are able to find at least two characteristics of the turnaround process in SMEs. First, it takes longer time for SMEs to get recovered, because they do not realize the importance of withdrawal stage, just drifting at the mercy of economic decline. Second, since SMEs are often short of business resources, they are not able to respond quickly to their economic crisis, even if they have a will.
Publication Title 岡山大学経済学会雑誌
Published Date 2006-09
Volume volume38
Issue issue2
Start Page 1
End Page 21
ISSN 03863069
language 日本語
Copyright Holders 岡山大学経済学会
File Version publisher
NAID 120002304889
JaLCDOI 10.18926/OER/12380
Title Alternative Technology Transfer and the Infringement of Intellectual Property Right based on the Questionnaire Survey on Japanese Business in China
FullText URL 38_1_053_075.pdf
Author Enomoto, Satoru|
Abstract この報告は2004年に実施した「中国における日系現地法人の対中技術移転戦略および現地の知的所有権侵害状況に関するアンケート調査」に基づく報告である。
Publication Title 岡山大学経済学会雑誌
Published Date 2006-06
Volume volume38
Issue issue1
Start Page 53
End Page 75
ISSN 03863069
language 日本語
Copyright Holders 岡山大学経済学会
File Version publisher
NAID 120002304913
Author Zhang, Hong| Kitagawa, Hirofumi| Enomoto, Satoru|
Published Date 2006
Publication Title 文化共生学研究
Volume volume4
Issue issue1
Content Type Departmental Bulletin Paper
JaLCDOI 10.18926/9118
Author Enomoto, Satoru| Zhang, Hong| Kitagawa, Hirofumi|
Published Date 2005
Publication Title 文化共生学研究
Volume volume3
Issue issue1
Content Type Departmental Bulletin Paper
JaLCDOI 10.18926/8989