試行錯誤を通じた戦略形成 : 初期RPG開発競争の事例分析
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概要
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Being viewed from the side of practitioners in the video game industry, questions such as 'Why Japan is strong?' became obsolescent. Management researchers have provided the practitioners with the ex post rationales drawn from the best practices of the industry. In effect, however, the practitioners have not been able to learn from the lessons and got lost in terms of what they are doing faced with fierce global competitions. The failed attempts on the side of the management researchers may signify the necessity to develop a new perspective to deal realistically and effectively with more uncertain business environments. Our attempt here places a special emphasis on ex ante rationales underlying the process of trial and error that Japanese game industry in its infancy experienced. Since no one knows objectively the best practices ex ante, the subjective artifacts that entrepreneurs have in mind during the process of experiential learning-in other words 'theories-in-use'-may be a crucial component for our perspective building. By a simple application of the Real Option approach, we conceptualize two 'theories-in-use' to approach uncertain future and conclude that a possible tradeoff at the level of entrepreneurs' perception may exist between the two approaches to capital commitments to uncertain projects-limited but continuous capital commitments and large capital commitments at earlier points in time-that may create a scope for effective differentiation strategies between competing firms. As a possible practical implication, although it is often recommended that firms should stay lean and virtual under high uncertainty, we suggest that the decision should be contingent on whom the firm is competing with.
- 2006-12-25