アジアにおける「ものづくりネットワーク」の新段階

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書誌事項

タイトル別名
  • New Stage of“Manufacturing Network”in Asia:
  • 招待講演 アジアにおける「ものづくりネットワーク」の新段階 : 日韓台中における液晶事業の発展過程の研究から
  • ショウタイ コウエン アジア ニ オケル 「 モノ ズクリ ネットワーク 」 ノ シン ダンカイ : ニッカン タイチュウ ニ オケル エキショウ ジギョウ ノ ハッテン カテイ ノ ケンキュウ カラ
  • From Research of Liquid Crystal Business in Japan, Korea, Taiwan and China
  • 日韓台中における液晶事業の発展過程の研究から

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抄録

In Asia, “manufacturing network” based on international division of labor, has been changing in recent years. In other words, although Japan’s competitiveness was high, the competitiveness of South Korea, Taiwan and China has increased in recent years, and the geopolitical balance of Asia is changing. The development of “manufacturing network” in Asia was analyzed, focusing on cases of Liquid Crystal Display （LCD） industry in Japan, Korea, Taiwan and China, especially cases of Sharp, and Sharp and Hon Hai alliance. As the result, Sharp’s first failure was excessive investment in the Sakai factory and that the second failure was not sense the disruptive innovation in Chinese smartphones market. In order to get out of the crisis caused by these failures, Sharp made the alliance with Hon Hai. This alliance between Sharp and Hon Hai triggered to enter to a new stage of Asian “manufacturing network.” Hon Hai and Sharp have a complementary relationship. Sharp is strong in R&D, especially in LCD technologies, and has the Sharp brand. Hon Hai is strong at manufacturing, but lacks its own brand. This alliance crate new products with “co-creation.” I propose the global“ co-creation” value chain model. The proposed“ co-creation” value chain is a model which creates value by “co-creation” by “inter-organization knowledge creation” using each other’s advantages, by overcoming simple vertical integration. The global “manufacturing network” has entered a new stage to shift to the“ co-creation” value chain, triggered by Sharp and Hong Hai alliance,

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