申新紡織公司の「生産過程重視」戦略 : 1930年代の工場合理化を中心に
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概要
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The term "product-process-focus" is used in this paper to explain the integration of production and marketing in the beginning stage of Chinese industrialization. Although it seems natural today that a manufacturing firm would be concerned with both production and marketing in its decision making process, it was not so in the beginning stage of Chinese industrialization. The objective of this paper is to study the development of the Sung Sing Cotton Mill Co., the largest Chinese-owned cotton mill in the 1930s, in order to illustrate the importance of the factory rationalization process. The development of the Sung Sing Cotton Mill is the topic of much research. In general, one can divide this research into two categories: those which emphasize the "failure argument", and those which emphasize "bureaucratic capitalization". Different evidence has been offered to support the arguments used by both views. I analyzed Sung Sing's internal system and its crisis management, and concluded: the development of Sung Sing does not fit into either view in the existing literature. Instead, it achieved a development of its own kind. Specifically, during Sung Sing's financial crisis period, the company was not bureaucratically capitalized. Through the improvement of production efficiency, the re-organization of workers, and management modernization, Sung Sing remained a key player in the Chinese cotton industry. Therefore, neither the argument for Sung Sing's failure nor the argument that it remained in existence due to bureaucratic capitalization can be justified.
- 政治経済学・経済史学会の論文
- 2006-01-30