IBMメタモルフォシス仮説 : 「PCづくり」事業から「PCまわり」事業へのシフトの底流を解明する

概要

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Since the corporate failure of IBM in 1992, the hitherto outstanding firm has been undergoing dramatic and drastic changes in terms of basic attitude of management, fundamental types of corporate strategy and target businesses it has been in. As positioned at a junction of two tributaries of the author's research studies on alliance/networking management and corporate innovation in IT-related firms/industries in the main current of his research study on strategic management as a whole, this article will trace IBM's dramatic and drastic changes in terms of the three respects, as mentioned at the beginning, in the first half of Section B. IBM's changes have been so dramatic and drastic that, based on the output gained through the above analysis process, the author is intrigued to have constructed "the hypothesis on IBM's metamorphosis" in the second half of Section B. Section B will be followed by Section C in which four types of IBM's service businesses will be introduced and described by use of real examples, as partial verification of the above hypothesis. It will lead to Section D in which the issues for the author's further research study in the foreseeable future will be identified.
帝京科学大学の論文
2006-03-31