産業縮小の過程 : 日本造船業のケース

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The Japanese shipbuilding industry could get the highest newly ordered tonnage in 1973,year of the first oil crisis. Since that time, it had been troubled with shortage of demand for shipbuilding. In this paper, the forcal point is how management of that industry has struggled with unfavorable change of market conditions, caused by radical change of socio-economic environment, and two points are observed as follows : (1) Befor the first oil crisis, there was no competitive strategy in the Japanese shipbuilding industry. Management of that industry had been misguided by the speculative ordering attitude of shipowners. In spite of having 50% share in the world shipbuilding market, they had continued excessive and useless competition among the Japanese shipbuilding companies. While the inclination to overheated competition had been gradually deteriorating their corporate power base, they happened to have to meet with the first oil crisis. (2) After 1986,according to the recommendation of the Council for the Retionalization of Shipping and Shipbuilding Industries, an advisory body to the Minister of Transport, they were compelled to reduce the scale of shipbuilding business in order to balance production-capacity with demand. In this re-structuring process, all of the big firms implemented the strategy of business diversification. Consequently, shipbuilding sales to total ratio in those firms plummeted to a half or a quarter of the peak time, in spite of the increase in total sales.
群馬大学の論文
1995-03-31

産業縮小の過程 : 日本造船業のケース

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