Core Competence and Linkage Capability:Case Studies of Japanese Companies

This article is based on case studies and interviews with key technical and top managers in Japanese SMEs （small and medium sized enterprises）. Through the analysis of the companies, the author developed a four-stage model and found that three points are vital to allow Japanese SMEs to promote partnerships. The analysis suggests that SMEs can grow step by step through fostering diverse partnerships with other organizations. Also, for SMEs to succeed in partnering with other organizations and survive competition, they need to continually clarify and foster their own core competence and linkage capability

パートナー シップ オ ツウジタ ソシキカン ガクシュウ

It is increasingly recognized that a company can acquire its needed capabilities by business partnerships. Consequently, dialogues on inter-organizational learning through partnerships have increased.This paper firstly discusses four types of business partnerships. Secondly, it reviews the studies on inter-organizational learning and analyzes the existence of inter-organizational learning dilemma during partnering. Thirdly, it examines the situations and differences of information sharing and inter-organizational learning among different types of partnerships. It suggests that the Japanese partnership in the automobile industry can be a model of inter-partner learning. Finally, it points out the ways to successful learning from partners and building up capabilities for a competitive edge

キギョウカン パートナー シップ ノ ケイエイ

Partnerships between companies have been gaining popularity in business today for increased responsiveness and flexibility, and greater efficiency of operations. What creates and guides a successful partnership? This is the subject discussed in this article. We examine three dimensions of partnerships. The first one is how to determine the direction of a partnership. The selection of suitable partners serves to maitain the balance of interdependence. The secound dimension is the mechanism for conflict resolution which contributes to the stability of a partnership. According to our reseach, the process of formation and maintenance of effective partnership is affected by the interaction of power and trust. In this article we examine the mechanism of power-trust interaction, especially the role of coordinator in managing the partnership and dissolving conflicts. The long-term trust contributes to the stability of a partnership. However, the long-term trust could also become the cause of the rigidity of a partnership. To deal with this disfunction we need the third mechanism which brings about the flexibility of the partnership. It is absolutely necessary to introduce the competitive strategy into partnerships. At the same time, we emphasize the importance of a firm\u27s linkage capability, which could provide flexibility to the firm allowing a quick response to the changing environment. This paper concludes by pointing out that firms can benefit from a partnership if they can build core competence and linkage capability simultaneously