現場に根ざしたイノベーション正統化プロセス

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タイトル別名
  • FRONT-BASED INNOVATION LEGITIMATION PROCESS: A CASE STUDY OF MOS FOOD SERVICES
  • 現場に根ざしたイノベーション正統化プロセス : モスフードサービスの「次世代モス開発部」導入を題材とした事例研究
  • ゲンバ ニ ネザシタ イノベーション セイトウカ プロセス : モスフードサービス ノ 「 ジセダイ モス カイハツブ 」 ドウニュウ オ ダイザイ ト シタ ジレイ ケンキュウ
  • ──モスフードサービスの「次世代モス開発部」導入を題材とした事例研究──

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<p>　This study examines how to legitimize innovation activities when a firm introduces a department promoting innovation (like R&D). Uncertainty is the nature of innovation and this produces various problems. Firms have dealt with such problems by setting up full-time departments in manufactures, but, there is a problem about mobilizing resources. Prior research has claimed that entrepreneurs have to legitimize their activities by getting collaborators in order to achieve mobilization. However, prior research still has problems: legitimation process convergent top-down legitimation, getting the cognition of authorities even though existing studies on the legitimation process and distinguish between top-down legitimation and manipulation strategy. Next, getting collaborators is regarded as a mere instrument for legitimation that doesn't have practical value. However, getting collaborators may have practical value in the front office of service providers. This study claims the importance of a front-based legitimation process, while prior research tends to pay attention to the top-down process.</p><p>　So the purposes of this article are (1) to reconsider the legitimation process by analyzing the case of setting up a new department (2) to examine the practical value of getting collaborators. This investigation is a case study. It is the case that MOS Food Services introduced the ‘Jisedai MOS development department’. The data sources are mainly a) 6 interviews with 5 people from MOS Food Services; b) participant observation of a collaborative program between the university and the firm; c) lectures and discussion with Mos Food Services.</p><p>　As a result of analysis, this study claims that top-down legitimation is not enough and front-based legitimation is more important when the front office has an important role to serve customers and resources are divided between money and others. In addition, the acceptance of collaborators may have practical value when various stakeholders can relate with innovation activities. This article is novel and original in analyzing the legitimation process from the view of the front office and pointing out the front-based process as well as the top-down process.</p>

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