事業システムにおける連動能力 : 伝統的な生命保険会社の実証分析
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概要
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Understanding a firm's "interlocking capabilities" is critical to developing its competitive advantage. The inter-functional linkages or interlocking capabilities are determinants in the architecture of the business system. Interlocking capabilities can be divided into two categories: (1) internal capabilities which link two or more functions inside the firm, and (2) external capabilities which link an inside function of the firm to an outside function of the firm. When internal capabilities exceed external capabilities, the business system must be considered as an integral/vertical type in which the functions are bundled. If external capabilities are dominant, the business system would be the module/horizontal type in which the functions are unbundled. The concept of interlocking capabilities was tested via an empirical study of the basic functions of the traditional life insurance business in Japan. As financial reform in Japan transforms the operating environment in the insurance industry, the integral/vertical architecture of the companies needs to be reconsidered. The life insurance business consists of three basic functions: (1) sales, (2) underwriting, and (3) investment. The local capabilities of these functions were measured by using cross-sectional and longitudinal financial data, and then, the interlocking capabilities were tested statistically as to whether or not any interlocking relationship could be identified between two of them. The results of the empirical study suggested several practical as well as theoretical implications. Practically, the results show that there are interlocking capabilities between the sales function and the underwriting function, so that they should be bundled. At the same time, it was indicated that the investment function could be unbundled. Based on the study results a matrix comprising four strategic alternatives for the architecture of the life insurance business system was developed. Theoretically, the study results suggested an approach to one of the fundamental questions in business system study: what functions are best internalized (or externalized)? To the extent to which internal interlocking capabilities are identified, the function should be internalized. Further, viewing the business system through the lens of interlocking capabilities, enables us to see its systemic nature. The business system is beyond the simple aggregation of each function or part.
- 2000-12-20