Collective Strategy for Implementing Innovation in SMEs
Collective Strategy for Implementing Innovation in SMEs
复制标题
DOI：
10.7880/abas.13.153
复制
发表时间：
2014-06
影响因子：
--
通讯作者：
Y. Mizuno
中科院分区：
文献类型：
--
作者：
Y. Mizuno
集体战略使中小型企业能够接受技术资源有限的单个公司无法接受的订单，但这种战略实际上并不奏效。然而，京都智作网络（字面意思是“京都原型网络”）是一个公司集团，使用集体战略积极地承担其他公司拒绝的项目，例如“规格尚未最终确定”，“没有办法估计这个项目的成本”，“常识告诉我们这是一个不可能的要求”。形成这种良性循环的原因有三个：1）在京都志作网的参与阶段，网内的成员企业认为这是一个实践“百分之五规则”的地方，即企业将其利润和时间的百分之五用于新的努力、企业成长和创新机会。2)在原型阶段，员工通过参与尖端研发而受到激励，公司获得与研发相关的知识。3)在原型阶段之后，公司通过承担尖端项目积累经验，可以阻止中小企业发现自己没有赢得订单的经验的恶性循环。在本文中，a）Bunri University of Hospitality，311-1 Kashiwabara-shinden，狭山市，琦玉，日本，y-mizuno@bunri-c.ac.jp本文最初以Mizuno（2013 a）的日文发表，并在2013年秋季的ABAS会议上发表（Mizuno，2013 c）。Annals of Business Administrative Science 13（2014）153-168 Available at www.gbrc.jp http://dx.doi.org/10.7880/abas.13.153 Online ISSN 1347-4456 Print ISSN 1347 -4464 ©2014 Global Business Research Center
Collective strategy, which allows smalland medium-sized enterprises (SMEs) to take on orders that a single company with its limited technical resources cannot, does not function in practice. However, Kyoto Shisaku Net (literally, “Kyoto Prototyping Network”) is a group of companies that uses collective strategy to aggressively take on projects that other companies turn down for reasons such as “the specifications aren’t finalized,” “there is no way to estimate the cost of this project,” and “common sense tells us that is an impossible request.” There are three reasons for the creation of this virtuous circle: 1) In the Kyoto Shisaku Net participation stage, member companies of the Net participate with the understanding that it is a place to practice the “five percent rule,” wherein companies devote five percent of their profit and time to new efforts, company growth, and opportunities for innovation. 2) In the prototyping stage, employees are motivated by participating in cutting-edge R&D, and the companies gain knowledge related to R&D. 3) After the prototyping stage, companies accumulate experience by taking on cutting-edge projects and can stop the vicious circle SMEs find themselves wherein they do not have the experience to win orders. In this a) Bunri University of Hospitality, 311-1 Kashiwabara-shinden, Sayama City, Saitama, Japan, y-mizuno@bunri-c.ac.jp This paper was originally published as Mizuno (2013a) in Japanese and presented at the ABAS Conference 2013 Autumn (Mizuno, 2013c). Annals of Business Administrative Science 13 (2014) 153–168 Available at www.gbrc.jp http://dx.doi.org/10.7880/abas.13.153 Online ISSN 1347-4456 Print ISSN 1347-4464 ©2014 Global Business Research Center