How Globalization Drives Institutional Diversity: The Japanese Electronics Industry's Response to Value Chain Modularity
How Globalization Drives Institutional Diversity: The Japanese Electronics Industry's Response to Value Chain Modularity
复制标题
全球化如何推动制度多元化：日本电子行业对价值链模块化的反应
DOI：
10.1017/s1598240800004835
复制
发表时间：
2007
影响因子：
1.3
通讯作者：
T. Sturgeon
中科院分区：
文献类型：
--
作者：
T. Sturgeon
20世纪90年代末，日本电子公司未能充分参与全球电子行业以互联网为动力的增长，引发了一段时间的高层管理人员质疑。本文探讨了日本管理层对美国电子公司推动互联网创建的组织模式“价值链模块化”的反应。虽然在这一新的美国模式的方向上采取了部分但重要的步骤-增加专业化，低端产品的外包，以及在日本的共同工厂投资-批发重组被搁置。这一证据与日本渐进式制度变迁的更大模式是一致的。我认为，随着时间的推移，这一过程的结果可能会增加，而不是减少，机构的多样性。虽然全球化为组织实验和制度分层开辟了新的途径，加快了变革的步伐，但现有制度对组织变革的拖累使这一进程放慢，足以使制度和组织创新发展成为具有鲜明特征的连贯系统。其结果将不可避免地是，日本将以独特的方式应对全球化带来的挑战。
The failure of Japanese electronics firms to participate fully in the Internet-fu eled growth of the global electronics industry during the late 1990s triggered a period of questioning among top executives. This article examines Japanese managerial responses to the organizational model "value chain modularity," which was deployed by the US electronics firms driving the creation of the In ternet. While there were partial but significant steps taken in the direction of this new US model—increased specialization, outsourcing of low-end prod ucts, and shared factory investments in Japan—wholesale restructuring was re sisted. This evidence is consistent with larger patterns of gradual institutional change in Japan. I argue that the result of this process will likely be increased, not diminished, institutional diversity over time. While globalization has ac celerated the pace of change by opening new avenues for organizational ex perimentation and institutional layering, the drag on organizational change ex erted by existing institutions slows the process enough to allow institutional and organizational innovations to develop into coherent systems with distinct characteristics. The result, inevitably, will be a uniquely Japanese approach to the challenges posed by globalization.