Sourcing Strategy and Dynamic Capabilities
Sourcing Strategy and Dynamic Capabilities
复制标题
采购策略和动态能力
DOI：
10.11207/taaos.4.1_114
复制
发表时间：
2015
期刊：
影响因子：
--
通讯作者：
佐々木 宏
中科院分区：
文献类型：
--
作者：
佐々木 宏;佐々木 宏
日本制造商在2008年金融危机后受到日元走强的打击，然后又受到2011年东日本大地震的打击。制造商纷纷制定新的采购战略，如将生产设施迁往海外、国内生产转移以及重组全球采购系统。结果，通过制造功能的空洞化，Gemba的能力遭到了破坏。然而，2012年实施的新经济政策（俗称“安倍经济学”）对日本经济产生了积极影响，日本经济迅速复苏。本文以2011年至2014年为研究对象，从动态能力理论的角度对中小企业的采购战略进行了评价。首先，为了澄清最近的经济动荡与过去的动荡相比，我们对1980年至2014年的4，067篇报纸文章进行了文本挖掘分析，使用关键词“空心化”提取。其次，在对动态能力研究的文献回顾之后，我们提出了一个实证模型来研究商业环境动态性、采购战略、吸收能力（AC）、现场竞争力（采购、制造和营销）和绩效之间的关系。第三，我们对1，333家制造商进行了问卷调查。分析结果显示，采购策略是如何透过维持现有供应链与建立新的供应链来影响企业与组织绩效。最后，我们的分析表明，两种类型的中小企业共存：一个采用全球战略，以重新配置整体竞争力，另一个专注于国内市场，以加强现有的制造能力。
Manufacturers in Japan were hurt by the strong yen after the 2008 financial crisis and then by the 2011 Great East Japan Earthquake. Manufacturers rushed to establish new sourcing strategies such as relocation of production facilities overseas, domestic production shifting, and restructuring of global procurement systems. As a result, gemba capabilities were devastated via the hollowing out of manufacturing functions. However, the 2012 adoption of new economic policies, popularly known as Abenomics, has had a positive influence on the Japanese economy, which has quickly recovered. The present paper focuses on the period from 2011 to 2014, and attempts to evaluate the sourcing strategies that were undertaken by small and medium-sized enterprises (SMEs) from the viewpoint of dynamic capabilities theory. First, to clarify the recent economic turbulence as it compares to past turbulence, we conduct text-mining analysis of 4,067 newspaper articles dated from 1980 to 2014, extracted using the key word “hollowing out”. Second, after a literature review of dynamic capacities studies, we propose an empirical model to examine the relationships between business environment dynamism, sourcing strategy, absorptive capacity (AC), gemba competitiveness (procurement, manufacturing, and marketing), and performance. Third, we conduct a questionnaire survey targeting 1,333 manufacturers. The result of the analysis shows how sourcing strategy affects business and organizational performance through maintaining current AC and building new AC. Lastly, our analysis indicates the co-existence of two types of SMEs: one employs a global strategy to reconfigure overall competitiveness and the other focuses on the domestic market to strengthen existing manufacturing capabilities.