2014 Fiscal Year Final Research Report
Managing ambidexterity in Japanese Multinationals :from the viewpoint of organization management and HRM
| Project/Area Number |
24730334
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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 | Kanagawa University |
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Principal Investigator |
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| Project Period (FY) |
2012-04-01 – 2015-03-31
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| Keywords | 海外子会社 / 双面性 / アンビデクステリティ / 探索型イノベーション / 活用型イノベーション / 埋め込み / 日系多国籍企業 |
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| Outline of Final Research Achievements |
It is theoretically argued that managing both exploitative and explorative activities (i.e. ambidexterity) is challenging. It is also required for Japanese MNCs to focus not only on the current strategy which has contributed to their competitiveness, but also on introducing totally new products, businesses or markets. However, considering the IB context, research on how to deal with ambidexterity in the IB context is still unresolved. Hence, in this study we focus on a research question about how incumbent Japanese MNCs deal with ambidexterity management through “dual embeddedness” in foreign subsidiaries.
To analyze this research question, I drew on a case-study approach which focuses on foreign subsidiaries. This showed that some Japanese MNCs deal with dual embeddedness by changing the management orientation of expatriates in foreign subsidiaries, creating dense relationships with a variety of local organizations, and appropriate “voicing” activities towards their HQs.
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| Free Research Field |
国際経営
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