AN INTERNATIONAL COMPARISON ON ORGANIZATIONAL EXTERNALIZATION : FUJIDENKI,FUJITSU,FANUC AND SIEMENS

组织外部化的国际比较：富士电机、富士通、发那科和西门子

• 批准号: 04803010
• 负责人: YONEKURA Seiichiro
• 金额: $ 1.09万
• 依托单位: HITOTSUBASHI UNIVERSITY
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for General Scientific Research (C)
• 财政年份: 1992
• 资助国家: 日本
• 起止时间: 1992 至 1994
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/en/grant/KAKENHI-PROJECT-04803010/
• 关键词: International Comparative Business History; Spin-off; Small and Independent Organization; Multi Divisional Structure; Profit Oriented Strategy; Diversification; High-tech; 利益重視型経営; シェア成長重視型経営; 規模と利益率の相互関係; ドイツ企業の対日戦略; シーメンス; IGファルベン; 戦争経済と企業経

When we think Fuji Denki Corporation, the mother company of the computer giant Fujitsu and the robotics pioneer Fanuc, was established as a joint venture between Siemes and Furukawa Kogyo in 1923, we are astonished with the difference in speed and scale of diversifications that Fuji Denki and Siemens did.Fuji Denki spun off Fujitsu in 1935, and Fujitsu spun off Fanuc in 1972. The main reason for those two companies' success in computer and robotics was that they were small and independent spun-offs. In the field of the high-tech industries where technologies and market needs rapidly change, the organizational structure must be flat and flexible. Adopting a multi-divisional structure, Siemens has been very slow at the growth in the high-tech industries such as computer and robotics.The main reason was that Siemens tried to develop its computer business as a divisional unit and so that did not give enough independency and responsibilities. Siemens put a strong emphasis on its profit oriented strategy rather than on a growthoriented diversification.

想一想电脑巨头富士通（Fujitsu）和机器人先驱发那科（Fanuc）的母公司富士电机株式会社（Fuji Denki Corporation），它是西门子（Siemes）和古川工业（Furukawa Kogyo）于1923年成立的合资企业，我们就会惊讶于富士电机和西门子在多元化发展的速度和规模上的差异。富士通于1935年从富士通剥离出来，富士通于1972年从发那科剥离出来。这两家公司在计算机和机器人领域取得成功的主要原因是它们都是独立的小公司。在技术和市场需求瞬息万变的高新技术产业领域，组织结构必须扁平化、灵活化。由于采用多部门结构，西门子在计算机和机器人等高科技行业的增长非常缓慢。主要原因是西门子试图将其计算机业务发展为一个部门单位，因此没有给予足够的独立性和责任。西门子强调以利润为导向的战略，而不是以增长为导向的多元化战略。

项目成果

Seiichiro Yonekura: The Japanese Iron and Steel Industry, 1850-1990 : Continuity and Discontinuity. 327 (1994)

Seiichiro Yonekura：日本钢铁工业，1850-1990：连续性与不连续性。

Seiichiro Yonekura: "Continuity and Discontinuity:The Japanese Iron and Steel Industry,1850-1990" Macmillan Press, 327 (1994)

米仓诚一郎：“连续性与不连续性：日本钢铁工业，1850-1990”麦克米伦出版社，327（1994）

Takeshi Yuzawa: "Japanese Business Success" Routledge, 236 (1994)

汤泽武 (Takeshi Yuzawa)：《日本商业的成功》Routledge，236 (1994)

米倉誠一郎: "戦略的国家・企業・個人を求めて" 創元社, 275 (1994)

米仓诚一郎：“寻找战略国家、公司和个人” Sogensha，275 (1994)

Seiichiro Yonekura: "The Japanese Iron and Steel Industry,1850-1990: Continuity and Discontinuity" Macmillan Press, 327 (1994)

米仓诚一郎：“日本钢铁工业，1850-1990：连续性与不连续性”麦克米伦出版社，327（1994）