Corporate Strategy and Organizational Design for the Information Age: Development of the Database and International Comparisons

这项研究项目的总体目标是建立S纵向数据库，这些数据库包括1985年至2001年期间日本零售业、金融服务业和汽车业的战略变化和组织重组的公开可获得的报纸、杂志和年度报告。最终，我们试图寻找新的主导企业战略和组织设计。在完成数据收集过程后，创建了重组分类网格。每个账户根据两个维度进行分类，即变化类型和组织中的变化地点。然后从创造和实现灵活性、适应性和响应性的能力以及创新组织形式和实践的角度对每个账户进行分析。基于数据库，我们进行了几项实证研究。例如，我们着手调查欧洲、日本和美国公司在亚洲经济危机后营销做法的变化。资本主义的民族国家形式创造了一种制约制度，影响了变革的类型和方向。日本公司通常不会进行根本性的变革。美国公司愿意进行根本性的变革。欧洲公司在它们之间穿梭。此外，我们还分析了2000年6月引入的利率上限对日本金融服务公司战略变化的影响。这些公司大大加强了相对于勘探反应的开采战略反应。我们进一步发现了大小的中介效应。较小的公司倾向于进行渐进式的战略变化，而较大的公司则实施激进的变化。

The overall goal of this research project was to create s longitudinal data base of publicly available accounts published in newspaper, magazines, and annual reports for strategy changes and organizational restructurings in Japanese retailing, financial services and automobile industries between 1985 and 2001. Ultimately we attempted to search for the new dominant corporate strategies and organizational designs. After completing the data collection process, a restructuring classification grid was created. Each account is classified on two dimensions, type of change and locus of change in the organization. Next each account was analyzed in regards to creating and achieving capabilities of flexibility, adaptability and responsiveness and in terms of innovating organization forms and practices.Based on the database we performed several empirical studies. For example, we set out to investigate changes in marketing practices by European, Japanese and US firms after the Asian economic crisis. The nation-state form of capitalism created a system of constraints which affected the type and direction of changes. Japanese firms generally did not engage in radical changes. US firms were willing to engage in radical changes. European firms went between them. Also, we analyzed the impacts of rate ceiling introduced in June 2000 on strategy changes of Japanese financial services firms. The firms greatly intensified exploitation strategy responses relative to exploration responses. We furthermore found the mediating effect of size. Smaller firms tended to engaged in incremental strategic changes while larger firms implemented radical changes.