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논문 기본 정보
- 자료유형
- 학술대회자료
- 저자정보
- 발행연도
- 2003.4
- 수록면
- 248 - 270 (23page)
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초록· 키워드
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This paper analyzes adapting behavior of an established firm when a change in product architecture occurs on a previous product. For the analysis, the paper analyzes and compares the behavior of an established firm through product trajectories between NEC (an established firm) and Toshiba (a new entrance) in the Japanese laptop computers industry. An established firm that has developed and produced a previous product is difficult in adapting to a change in product architecture due to accumulated immense knowledge through a previous product.
By using regression model in the product trajectory analysis, the paper analyzes the adapting process of established firms. Product trajectory means a pattern of product strategy shown in a series of products.
Two facts found in the paper are as follows. First, though NEC was able to develop a laptop computer in the early stage, it was restricted by the power of protecting the market segment of a previous product. Though NEC Yonezawa had accumulated technologies concerning laptop computer, it did not hold the product planning function of laptop computer. As NEC Johoshori which was in charge of the previous product, and was restricted by organizational inertia and current customers decided functional combination of earlier laptop computer, NEC failed in the market. In short, the problem was not that NEC as a firm was not able to accumulate resources of laptop computers, but that it could not control and suppress the established unit, NEC Johoshori business unit. The failure in the early stage was the result of NEC's lack of capability in managing each unit inside a firm.
Second, possibility of learning trap in the adapting process was found. NEC was late for the switchover from laptop PC type to notebook PC type, the dominant design model. Researchers who analyze learning process in the innovation emphasize the important role of knowledge gained by learning. However, the paper pointed out the risk that too much commitment in one stage would prohibit the adapting behavior in the next stage.
By using regression model in the product trajectory analysis, the paper analyzes the adapting process of established firms. Product trajectory means a pattern of product strategy shown in a series of products.
Two facts found in the paper are as follows. First, though NEC was able to develop a laptop computer in the early stage, it was restricted by the power of protecting the market segment of a previous product. Though NEC Yonezawa had accumulated technologies concerning laptop computer, it did not hold the product planning function of laptop computer. As NEC Johoshori which was in charge of the previous product, and was restricted by organizational inertia and current customers decided functional combination of earlier laptop computer, NEC failed in the market. In short, the problem was not that NEC as a firm was not able to accumulate resources of laptop computers, but that it could not control and suppress the established unit, NEC Johoshori business unit. The failure in the early stage was the result of NEC's lack of capability in managing each unit inside a firm.
Second, possibility of learning trap in the adapting process was found. NEC was late for the switchover from laptop PC type to notebook PC type, the dominant design model. Researchers who analyze learning process in the innovation emphasize the important role of knowledge gained by learning. However, the paper pointed out the risk that too much commitment in one stage would prohibit the adapting behavior in the next stage.
목차
Abstract
Ⅰ. Introduction
Ⅱ. Data and Research Method
Ⅲ. A change in product architecture in laptop computers
Ⅳ. Firm analysis
Ⅴ. Product trajectories of laptop computers (NEC and Toshiba)
Ⅵ. Discussion and Conclusion
References
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