中堅中小企業のグローバル戦略から視る「企業経営の未来」

<p> This study examined two research questions. The first was to identify the reasons for the global success of the companies, Morimatsu industry and Nabel, analyzed in the case studies. This question is linked to sub-theme 2 of the annual meeting of the Japan Academy of Business Administration. The second was focused on entrepreneurs or top management team members who were decision-makers and drove the expansion of their business globally. The question was to identify the relationship rationale and key factors of entrepreneurs' characteristics, decision-making, strategy and implementation tactics, and organizational performance.</p><p> We identified the bottlenecks in developing their businesses overseas using the research on global SMEs and found a solution to lead their businesses to global success. Then, we examined articles analyzing the relationship between the entrepreneurs' or top management team members' characteristics and decision-making and organizational performance.</p><p> The companies in the case studies, Morimatsu industry and Nabel, have established themselves as leaders with top market share in the niche market in Japan. Thus, their next step was to expand into global markets, and they succeeded. This means that both companies have achieved organizational performance in their global businesses.</p><p> In the case of Morimatsu industry, they were faced with some troubles initially during expansion in China. However, Morimatsu grasped the needs of global companies and subsequently adopted pressure tank technology and production. Morimatsu assigned executives (members of the top management team) familiar with the Chinese market and business process, who had been at Morimatsu for a considerable time and had a good relationship with the CEO.</p><p> In the case of Nabel, they developed functional equipment for grading, cleaning, inspecting, and packing eggs ahead of their competitors. As a result, they acquired the second largest market share in the world. Nabel established two ways of developing their overseas business: building relationships with each local company and establishing local corporate branches. Nabel considered the type of global business strategy case by case. The CEO assigned board members for their global business from among the executives in their headquarters in Japan.</p><p> By analyzing the case studies, the bottlenecks identified from the research about the global business of the SMEs were solved. They found their own solutions. Regarding decision-making and implementing strategy and tactics, the CEO, not the top management team, prompted the start of a business overseas. Further, the top management team members implemented the strategy and tactics. Additionally, they were responsible for driving the expansion of their global business strategy and performance.</p>