日本ベンチャー学会清成忠男賞

＜論文部門（本賞）論文要旨＞

　本稿は、高級扇風機と呼ばれる新市場形成を、ほぼ同時期に成し遂げた家電ベンチャー企業２社の事例研究を通じて、次のようなことを明らかにした。
両社の共通点は、「風の質感」改善のために、羽根車やモータを「新技術」へ置換することで、高級扇風機という製品カテゴリーを創出した点にある。その中で、2つの企業のデザインに対する思考には、次のような違いがあった。バルミューダは、新しい多翼二重構造の羽根開発に成功したにもかかわらず、「実用性への考慮」から既存の扇風機の外観デザインに固執した。しかしながらダイソンは、空気誘引技術を採用し、外観から羽根車を排除することに成功、羽根のない扇風機という「意味の急進的な変化」においてドミナントデザインには従わなかった。
また本稿は、成熟市場での新市場形成プロセスにおいて、同じ戦略を採用した両社のその後の経営成果についても分析を行った。その結果、市場参入時にドミナントデザインに従ったか否かは、新市場形成には関係が無かった。しかし、その後の製品展開が異なることを明らかにした。
　キーワード：成熟市場、高級扇風機、新市場形成プロセス、デザインドリブンイノベーション、ドミナントデザイン

＜Abstract＞

　In this paper is intended to clarify the following through the case study of two home appliance venture businesses achieving the formation of a new market called a luxury electric fan（E-fan） almost the same time.
The common point between the two venture businesses is to create a new category called a luxury E-fan by replacing the blades and motors with “new technology” in order to improve “the quality of the wind”. Among them, there were the following differences in thinking on the design of the two venture businesses. Despite the success of developing of multi-blade dual structure in new fan blade, BALMUDA stuck to the appearance design which resembles the existing E-fan from “Consideration for practicality”. However, Dyson succeeded in eliminating the fan blade from the appearance by adopting the air induction technology, and the appearance design did not follow the dominant design because of the “radical change of meaning” of E-fan without blades.
In this paper also analyzed the subsequent business results of both venture businesses that adopted the same strategy in the new market formation process in mature markets. As a result, it was revealed that depending on whether dominant design was adhered to when entering the market, had nothing to do with the formation of new markets. But the subsequent product lineup development and management results are different.

　Key words ： mature market, luxury electric fan, new market formation process, design-driven innovation, dominant design

＜論文部門（奨励賞）論文要旨＞

長期的スパンで事業承継をおこなう中小ファミリー企業が存続するには、製品・プロセス次元の革新によって、業種内競争に勝ち残るだけでは不十分である。すなわち、「何を誰に売るのか」によって規定される「事業立地」の衰退に応じて、いずれ祖業からの「転地」を図ることがもとめられる。
後継者には一種の企業家活動である転地を実施することが期待されるが、本稿ではその観点から第二創業という概念の再定義を試み、探索的事例研究を通じて理論化を図る。分析の結果、第二創業の過程で生じた経営の構造転換は（1）オペレーション次元での「業務の再編」、（2）マネジメント次元での「経営層の（再）組織化」、（3）戦略次元での「事業の再編」、（4）見えざる資産に関する「従業員の世代交代」という4つの論点へと整理された。先行研究では明示的に扱われてこなかった事業立地という変数に注目することで、中小企業の戦略論に新たな視点をもたらした。

キーワード:第二創業、中小ファミリー企業、事業立地の戦略論、転地、経営の構造転換

＜Abstract＞

The purpose of this article is to theorize the concept of “re-founding” of small business implemented by its successor. Since the decline in performance of Japanese firms for the last several decades seems to correspond to the decline of each industry. In other words, it is not enough to simply win the competition within the industry through product or process innovations for long-term survival of family-owned small business. But also this business should transit from the original one to the new type. This is the most significant entrepreneurial activity in family business and it is called re-founding in this article.
In order to develop this concept theoretically we also investigate how the successor of family-owned small business carries out re-founding, focusing on pinpoint business definition which is determined by the combination of “what is the main product that a company sells” and “who is its key customer.”
The findings from the exploratory case study show that business structures will be overhauled in the process of re-founding and those changes are organized into four aspects: (1) restructuring of operations in the operational dimension which will provoke conflicts with employees; (2) (re-)organizing of the management layer in the administrative dimension according to organizational growth life cycle; (3) reconstruction of business categories in strategic dimension, including disposition of unprofitable or old businesses; (4) generational change of employees, derived from the nature of invisible assets.
We address a new perspective based on paying attention to fundamental factor of strategic management explicitly to reconsider the extant literature about small- and medium-sized enterprises and family business.

Keywords:re-founding, family-owned small business, pinpoint business definition, strategic renewal, overhaul of business structures