| Project/Area Number |
24730353
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| Research Category |
Grant-in-Aid for Young Scientists (B)
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| Allocation Type | Multi-year Fund |
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| Research Field |
Business administration
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| Research Institution | Osaka University of Economics |
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Principal Investigator |
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| Project Period (FY) |
2012-04-01 – 2015-03-31
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| Project Status |
Completed (Fiscal Year 2014)
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| Budget Amount *help |
¥2,600,000 (Direct Cost: ¥2,000,000、Indirect Cost: ¥600,000)
Fiscal Year 2014: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2013: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
Fiscal Year 2012: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
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| Keywords | 事業再生 / 戦略的撤退 / ミドルマネジャー / 経営管理 / 企業再生 / 戦略的事業撤退 / 自律的行動 / 職務コミットメント / 組織コミットメント / コミットメント |
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| Outline of Final Research Achievements |
This research focuses on two companies to analyze their strategic decision-making process to return to a growth path before they fell into decline.
Machine technology was the advantage of the company A in the semiconductor manufacturing equipment industry, but as the top manager decided to expand into chemical industry in 1980s, their business performance worsened rapidly. In this case, a middle manager in charge of engineering played a decisive role in the company's returning to its original strengths by developing a breakthrough product in machine industry field.
In 1990s, the company B in the laboratory-testing industry regarded its original business field as unpromising. So the top manager decided to sell its laboratory testing division and invest in the dispensing pharmacy business. Now the company B is one of the top companies in that field in Japan. This research has clarified the roles played by the top manager and the middle manager by analyzing these two cases.
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