知識獲得戦略としての合併とその成功要因 : カルソニックカンセイ社の合併プロセスとモジュール化戦略

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This paper explores what kind of the process and capabilities are necessary for the acquisition strategy to cope with the transformation of the division of labor unit. As the complexity of technology and variation of needs in product development increase, outsourcing becomes an important strategy for many firms. Modularization in automobile industry follows the functional and structural change in component and system level and the change of part role between automaker and supplier. To cope with the change of the boundary of outsourcing including business structure, supplier must rebuild capability and redeploy resources including product knowledge. Acquisition is effective strategy to internalize external knowledge in a short term. But integrating two companies following an acquisition can be quite difficult and not provide more predictable returns. Because integrating, acquisition process, include melding two separate corporate cultures, linking control system and management styles (not only internal organization but also external related suppliers), building effective working relationships and resolving problem solving in product development. But although studies have been made on post-acquisition performance, there is little study on its process from knowledge approach. The success factor of CalsonicKansei (CK) in acquisition process is summarized as follow. First, the characteristic of acquisition of CK that is very important Tier 1 supplier and develops CPM and FEM for Nissan is technological acquisition. Second, what is important is CK acquires architectural or system knowledge about Vehicle structure from external sources. Also, CK has been experienced human resources who have used to design about Vehicle structure and many components in Nissan ago in internal. Third, CK's modularization strategy is not sub-assembly in structure but integration in function in CPM and FEN as the division of labor unit. That is to say, CK proposes to the functional integrated module reflected the needs of final customers to Nissan. Lastly, Driving Power as functional coordination organization across inter-sector enables share and use both internal and external knowledge acquired. This case study shows the knowledge integration is essential to success in acquisition process. In other world, when the structural change of division of labor occurs, it is important to integrate both architectural knowledge and component knowledge. Also, we show that suppliers need to have knowledge in excess of what they need for what they design and make, when unit of division of labor is change and provide product to integrate mutitechnology.
日本経営学会の論文
2006-09-01

著者

具承桓
京都産業大学経営学部

知識獲得戦略としての合併とその成功要因 : カルソニックカンセイ社の合併プロセスとモジュール化戦略

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