RIEBセミナー RIEB Seminar
|論題||Organization of Value Creation and Work in the Japanese Wind Power Industry: Outline of a Study of Organizational Diversity in Face of Institutional Change|
|概要||Fukushima 2011 has changed the perspective on renewable energies essentially, also in Japan. For example the Japanese government has decided to quadruple the installed capacity of wind energy until 2030. However, despite the incidents in Fukushima as a potential triggering event opening up opportunity structures, there is rather a limited diffusion of renewables. Although the capacity has continuously increased over the last 15 years Fukushima seems to have a greater impact in other countries, such as Germany.
Given the notion that emerging fields often form and change around particular opportunities (Zietsma et al. 2017), we assume that an institutional change in the field of Japanese energy production is taking place. But since certain settings – such as the number, status and origin of involved actors for example – influence pace, linearity and scope of change (Zietsma et al. 2017: 419) it is an open question what this means for energy transition and practices within the field of Japanese renewable energy sector.
For the Japanese wind power industry, one can observe that important Japanese manufacturers such as Hitachi, Japan Steel Works (JSW), Mitsubishi Heavy Industries (MHI), and Toshiba increasingly engage in wind turbine manufacturing. The field of wind turbine manufacturing is nevertheless still in flux and the question arises how the field will be configured in terms of business models, organization of value creation, work organization and employment relations against the background of the traditional manufacturer´s involvement.
Given the importance of these aspects for established companies (incumbents) as well as new market actors (challengers) the following research questions will be central for our study of the field of wind turbine manufacturing in Japan:
• What is the role of wind energy in Japan's energy transition? Which actors are involved, which structures enable and constraint the development of the field, and which are the drivers of field formation in wind turbine manufacturing?
• What means the involvement of incumbents in this field? Is there an adaption of traditional Japanese organization of value creation and work culture or a fundamental change in already existing patterns?
In order to answer these questions data will be collected mainly with the help of interviews with managers and worker representatives on a firm-level as well as representatives of state agencies, non-governmental organizations and associations on an industry level. Previous research on wind turbine manufacturing in Germany (HBS Grant 2013-678-2) allows to observe commonalities but also central differences between Japan and Germany.
Preliminary results show that there is a rather endogenous change within the field of Japanese energy sector, which is first and foremost initiated and managed by the incumbents of the field, thereby preserving their status. This, however, might explain that change within the Japanese energy sector remains rather slow. For there is still a lack of ecologically oriented entrepreneurial firms –"Enviro-Capitalists" (Anderson and Leal, 1997) – as well as of political support, which might be able to challenge the position and practices of the incumbents.
|論題||Entrepreneurship as Strategic Network Creation and Design: Seizing Start-up Opportunities by Orchestrating Partners|
|概要||As is well-known from research, entrepreneurship relies to a large extent on interpersonal and interorganizational networks. Respective relationships not only promote the discovery, creation and exploitation of opportunities by building an organization, but also help to overcome the liability of newness and smallness. With this paper, we go a step further, focusing on those startups that see the strategic creation and design of interorganizational networks less as being instrumental for, or as a mere complement to, organization creation, and more as the very core of entrepreneurship. We argue that some, if not an increasing number of startups even replace organization creation and design by means of what we call strategic network creation and design. Using a revelatory case study, we analyze how a science-based spinoff has created a strategic network and why this venture – after six years of growth and economic success – still lacks most constituents of an organizational design, in particular having no employees. Instead, the spinoff orchestrates an increasingly complex network of partners. We will analyze the network design practices, in particular those that are carried out in order to overcome issues of legitimacy, reflexivity and reciprocity prevalent in strategic networks.|