权益分类	功能权益	普通用户	{{item.name}}会员
{{category.name}}	{{benefitItem.name}}

The historical study on the structure design of diversified electronic firms

多元化电子企业结构设计的历史研究

基本信息

批准号：
13630096
负责人：
HASEGAWA Shin
金额：
$ 0.9万
依托单位：
AOYAMA GAKUIN UNIVERSITY
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
2001
资助国家：
日本
起止时间：
2001 至 2002
项目状态：
已结题

来源：
https://kaken.nii.ac.jp/grant/KAKENHI-PROJECT-13630096/
关键词：
design of enterprise organization functional division divisional system diversified electronic firm strategic business unit Oki Electric Industry Co.Ltd.NEC corporation

项目摘要

The purpose of this research in 2002 was to analyze the structural changes and its factors of Nippon Electric Co. (NEC) during the Post-War rapid growth. The divisional system of NEC, which was consisted with four divisions, started in 1961, and the president Koji Kobayashi subdivided NEC's business to the 12 divisions in 1965. At the same time the president Kobayashi reorganized the managing directors board, which was to discuss on strategic decisions and to control the 12 divisions. Because growing the communications business, the computers business, the semiconductors business, and the other various diversified businesses, it became necessary for NEC to make its strategy more clear. The business groups system, which controls the same business fields, consisted with some divisions was introduced in 1971, and strengthened the hierarchy system. Though the NEC's divisional system developed from 1960s' to 1970s', it included functional divisions, such as design divisions, manufacturing divisions, marketing divisions, etc. The functional divisions system, which Tadao Kagono called the feature of Japanese style, was the same as the NEC's divisional system. The case of NEC's functional divisions system didn't point out that the divisional system failed to function properly, but that functional divisions worked on relaxing the shortage of resources in NEC. Especially the flexibility of functional divisions contributed to effect on the synergy among the technical related business, such as semiconductors, computers, etc. It needs further consideration that the case of NEC will be compared with the case of Oki Electric Industry, which introduce divisional system falling behind NEC.

本研究于2002年进行，旨在分析日本电气公司（NEC）在战后快速增长期间的结构变化及其影响因素。NEC的事业部制始于1961年，由四个事业部组成，1965年，社长小林将NEC的业务细分为12个事业部。与此同时，总裁小林重组了常务董事会，以讨论战略决策并控制12个部门。由于通信业务、计算机业务、半导体业务和其他各种多元化业务的增长，NEC有必要使其战略更加明确。1971年开始实行企业集团制，由若干部门组成，控制相同的业务领域，加强了等级制度。虽然NEC的事业部制是在20世纪60年代至70年代发展起来的，但它包括设计部、制造部、营销部等职能部门。被鹿野忠雄称为日本风格特征的职能部门制与NEC的事业部制相同。NEC的职能部门制度的案例并没有指出部门制度没有发挥应有的作用，而是指出职能部门为缓解NEC的资源短缺做出了努力。特别是灵活的功能部门之间的协同效应的技术相关业务，如半导体，计算机等，它需要进一步考虑，NEC的情况下，将与冲电气工业的情况下，引进部门制度落后于NEC。