東芝の全社レベル戦略の転換

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Toshiba had to transform in the 1990s because of the commoditization of digital products and changing global competitive situation. New CEO Nishida was bold enough to change the corporate-level strategy to adapt to this situation in the 2000s. This article objectively and subjectively analyzes the changing process of this strategy in Toshiba. Objective strategy approach includes the theories of PPM, synergy and core competence. Subjective approach includes the theories of strategic cognition, competitive cognition and dominant logics. The theory of dominant logic is basic theory for subjective theories. The corporate-level strategy of Toshiba has five distinctive strategies that Mr. Nishida derived from his dominant logic. The corporate-level strategy was created from his own work experience and values. And Mr. Nishida used the reasoning of analogy on the basis of dominant logic to make decisions for his strategies. The first strategy is to focus the domain of business in growing areas and develop synergy between those businesses. The second strategy is to multiply innovation in business by collaboration with many divisions. The third strategy is to create a climate of innovation. The fourth strategy is to formulate a CSR strategy. And the fifth strategy is to encourage dialogue between Mr. Nishida and the employees in many divisions. Because these strategies are created mainly by Mr. Nisida on the basis of his dominant logic and objective reasoning, the strategy had distinctive characteristics created from his experience and values. But Nisida's analogical reasoning provoked variance suppression in the strategy. As a result, Toshiba did not attain its estimated rate of income and growth.
2011-12-28

著者

芦澤成光
玉川大学経営学部

東芝の全社レベル戦略の転換

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