01_芦澤成光.indd

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1 pp dominant logic Gavetti et. al, 2005, Gavetti&Rivkin2005 Bettis Bettis&Prahalad1995 Rivkin&Siggelkow

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7 N

8 MPI N4 N4 5 2 N OJT

9 N N N5 N5 Mintzberg, H.Crafting

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11 70 A B C A B C N N1 3 11

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13 N5 1 emergent Brain Cash 2 70 N5 13

14 5 5 5 Bettis RA, Prahalad CK The dominant logic: retrospective and extension. Strategic Management Journal 16(1): Gavetti G, Levinthal DA, and Rivkin JW Strategy making in novel and complex worlds: the power of analogy, Strategic Management Journal 26(8): Gavetti G, Rivkin JW How Strategists really think: Tapping the power of analogy, Harvard Business Review 83(4): Rivkin JW, Siggelkow N Patterned interactions in complex systems: implications for explorations, Management Science 49(1):

15 Shigemitu ASHIZAWA In this research, I develop a perspective on how managers of small and medium production enterprises (SMPE) in Niigata prefecture search for a strategy and communication. In the spirit of Gavetti and Rivkin, I aim for a perspective that reflects the reality of managerial capabilities. And I aim for a perspective that reflects the dominant logic. Over time, the cognitive and physical elements that make up a strategy become less plastic, while mechanisms to search rationally for a strategy become more needed. This generates well enough to search a fundamental tension in the origin of strategy, using the dominant logic and analogy. In five Japanese SMPE researched, managers used to rely on the dominant logic to make strategy and communication methods. Keywords : Dominant Logic, Strategy, Communication 15

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