シャープの全社レベル戦略転換の分析

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概要

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• The Currency Crisis of 1997 had serious business consequence on the Japanese home electronics industry. But Mr. Machida, new CEO of Sharp, was bold to change the corporate-level strategy to adapt to this crisis. This article objectively and subjectively analyzes the change process of corporate-level strategy in Sharp. Objective strategy approach includes the theories of PPM, synergy, and core competence. Subjective approach includes the theories of strategic cognition, competitive cognition and dominant logic. The theory of dominant logic is basic theory for subjective theories. The Corporate-level strategy of Sharp has five distinctive strategies that Mr. Machida derived from his dominant logic. His corporate-level strategy was created from his own work experience and values. Mr. Machida had used the reasoning of analogy on the basis of dominant logic to make decisions for his strategies. The first change is to the former strategy for liquid crystal display. This change was focused on the strategy for television and liquid crystal technology that was selected from many products and technologies. The second change is the manufacturing strategy in Japan to create integrative capability that is not obtained abroad. The third change is a spiral strategy for the multiple use of liquid crystal technology to create distinctive home electronics. The fourth change is a brand strategy focusing on building the Sharp brand. The fifth change is training of multi-skilled workers to maintain employment in Japan. Because these strategies are created mainly by Mr. Machida on the basis of his dominant logic and objective reasoning, his corporatelevel strategy had distinctive characteristics created from his experience and values. Although the dominant logic of Mr. Machida has certain limit, as a result, Sharp had attained some 5% rate of operating income from 1997 to 2007.

• 2010-10-30

著者

• 芦澤 成光

  玉川大学経営学部

関連論文

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• シャープの全社レベル戦略転換の分析
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