シュンペーターの人間類型論から見たリーダーシップ論 : GMと日産をケース・スタディにして

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立命館大学審査博士論文

シュンペーターの人間類型論から見たリーダーシップ論

－

GM と日産をケース・スタディにして－

（Leadership theory from the view point of the man of action by Schumpeter

To challenge Schumpeter’s hypothesis through a case study of General Motors and Nissan）

2016 年 3 月

March 2016

立命館大学大学院国際関係研究科国際関係学専攻博士課程後期課程

Doctoral Program in International Relations,

Graduate School of International Relations, Ritsumeikan University

菖蒲誠

SHOBU Makoto

研究指導教員：高橋伸彰教授

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GM

20

1

3 1912

2 1926

1 GM

2 GM

3

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Abstract of Doctoral Dissertation

Leadership theory from the view point of the man of action

by Schumpeter

General Motors and Nissan.

Doctoral Program in International Relations

Graduate School of International Relations

Ritsumeikan University

SHOBU Makoto

Times are changing more rapidly than we ever previously imagined. When we talk about business

leadership today, it is not what it used to be. With changes like these comes the need for a more

realistic understanding of the nature of leadership, and accordingly, strategic forms of leadership.

Many researchers have tried to find effective leadership styles, mostly by focusing on essential

factors that leaders should possess, and they assumed that leadership could be exercised by learning

the necessary factors to become a leader.

Schumpeter (1912), on the other hand, asserts that the most typical embodiment of future values is

the new enterprise, and that future values are the correlation of new combinations. Those who can

realize such new combinations are entrepreneurs, i.e. the man of action, and real leaders. The

essential features of this type, the man of action, is first, the energy of action and second, a

particular type of motivation. Creative construction is a definitive principle for leaders.

enterprise are recognized as leaders. This dissertation challenged his hypothesis by giving thought

to a leader who redesigned the desperate financial situation of an already established big company,

as well as new enterprise.

GM went bankrupt with the failure of the new combination of assets, such as technology, and

brains of employees, and eventually applied for Chapter 11 help to the U.S. Government. The same

could

san received both a cash injection and Carlos Ghosn of

Renault as the COO of a new Nissan. Ghosn realized the

-called

tacit knowledge, and saved Nissan from the scrapyard with his preconceived ideas and lead Nissan

to remarkable success. Ghosn proved Sc

eal

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2015

27

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Chapter 11 (

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A.Schumpeter

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Entrepreneurship

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1_Global500 Fortune( ) 2000 GM

Global Fortune 500, [http://fortune.com/global500/2000/] ( 2014 3 5 )

2 _{Reuters ; 08} _GM _3% http://jp.reuters.com/article/topNews/idJPJAPAN-32876720080723 ( 2009 7 24 3 ₁₁ ₁₁ 11 7 [ ] GM 2009 4 7 4 ₁₉₁₂ 2 The theory of Economic Development. The Fundamental Phenomenon of Economic Development

Becker, M.C., Knudsen, T., & Swedberg, R. (Stanford Business Books, 2011) 2011

2011

1934 2 1926 1912

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(man of action)

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7 _{The entrepreneur is our man of action in the field of the economy Becker, M. C., Knudsen, T., &}

Swedberg, R. (eds.). Stanford Business Books, Stanford, CA, 2011, p.129.

8 _{on a regular basis in the}

static state of the economy from where we begin; something that, first of all, by being strange to the value system of statics will oppose it and subsequently will have to be gradually assimilated by it so it change more or less. This is what we understand as the carrying out of new combination. ibid., p.119. 9 ₁₉₇₇ 9 10 ₁₉₉₅ ₂₀₃ 11 ₂₀₃ 12 ₂₀₄

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15_{The most typical embodiment of future value is the new enterprise. The future values are the}

correlate of the new combinations; they are new combinations translated into a language of value. Our assertion is that an entrepreneur is who pushes through new combinations. He is the M. C., Knudsen, T. & Swedberg, R. (eds.), op.cit. p.128.

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Becker, M.C., et al. 2011

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creative construction

Entrepreneur

27 28

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29

Mann der

Tat

Man of Action.

30

(Entrepreneur)

static &

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energetic

type

31

the man of action

Entrepreneur

24 ₁₆

25_{Becker, M. C., Knudsen, T., & Swedberg, R. (eds.). op.cit. p.79.}

26 _{The entrepreneur is defined as the person who carries out the combination. A new combination}

is also called an innovation, and an innovation differs from an invention in that it consist of elements that are already available . Becker, M. C., Knudsen, T., & Swedberg, R. (eds.), op.cit. p.66.

27 _{the entrepreneur is a leader who personifies one of two possible types of economic behavior,} 28 _{development is the same as entrepreneurship . The entrepreneur}

draws on intuition and not on rational thought in figuring out a new combination and pushing it through. Ibid., p.7.

29 ₂₇

30 _{Schumpeter repeatedly refers to the entrepreneur in the 1911 edition as a Man of Action (Mann}

der Tat), and he describes him as someone who does not accept reality as it is. Becker, M. C., Knudsen, T., & Swedberg, R. (eds.), op.cit. p.7.

31_{As we need}

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in order to do so non-hedonic behavior is almost always required. The entrepreneur is our man of action in the field of economy. p.129.

33 _{204 205}

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9 1 The Man of Action (

)

The Static Person

The Man of Action The Static Person

Dynamic, Static,

Breaks out of equilibrium. Seeks equilibrium.

Does what is new. Repeats what has already been done.

Active, energetic. Passive, low energy.

Leader, Manager, Follower

Puts together new combination

Accepts existing ways of doing things.

Feels no inner resistance to change.

Feels strong inner resistance to change.

Battle resistance to his actions.

Feels hostility to new actions of others

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10

Makes an intuitive choice among a multitude of new alternatives.

Makes a rational choice among existing alternatives.

Motivated by power and joy in creation.

Motivated exclusively by needs and stops when these are satisfied.

Becker, M. C., Knudsen, T., & Swedberg, R. (eds.). op.cit. p.9

New Combination

2 creative construction

41

new combination

(creative construction)

42

41 _{data, and more still. One could say}

that it cannot create anything different in the future than what the present provides the seed for. Becker, M. C., Knudsen, T., & Swedberg, R. (eds.), op.cit. p.114.

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11 man of action

GM

44 45

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63_{The implied threat was clear: Did the administration want voters waking up on Election Day to}

TARP (Trouble Asset Relief Program) money, a loan, for which GM would be willing to pay a generous interest rate and give the Treasury a 19.9 percent ownership stake , Rattner, S. op.cit. p.23.

The GM team seemed placidly to take for granted that somehow, some way, the government would agree to its requests. Surprisingly, everyone from auto executives to union chiefs to suppliers came to us believing that the government should solve their problems

pp. 86-88.

64_{Obama Administration Auto Restructuring Initiative, General Motors Restructuring, (March 30,}

2009).

[

http://www.whitehouse.gov/the_press_office/Fact-Sheet-on-Obama-Administration-Auto-Restruc turing-Initiative-for-General-Motors/] 2010 7 22

Everyone involved agreed that a total of overhaul was necessary. plan" delivered by GM in February had proven management incapable of dispassionately and analytically creating an achievable business plan Rattner, S. op.cit. p.183.

65 _{We saw GM as more likely to survive, but were convinced that new leadership would be required.}

My thought was to replace Rick Wagoner and divide his responsibilities between a new chairman and an interim CEO. I also felt that much of the board should be replaced. We did not know of another industrial company in history that had burned through so much cash as fast as GM had on his watch. It had vaporized $20 billion in the first quarter of 2009, all of which was now coming out of the pockets of taxpayers. Even more compelling was the fact that GM said it should need still more bailout money to tide it over 91.

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[http://www.financialstability.gov/docs/AIFP/GMRestructuringPlan.pdf] ( 2010 7 20 )

87 _{GM was still dreaming. Each company (GM and Chrysler) was required to include a pessimistic or}

growth. Diana tried to push Ray to think more appropriate downside cases b .

88 _GM ₂₀₀₉ ₄ ₁

89 _{he White House was ready with a concise statement supporting the bailout. It emphasized the}

need for shared sacrifice: Going forward more will be required from everyone involved- creditors, suppliers, dealers, labor and auto executives themselves to ensure the validity of these companies Rattner, S. op.cit. p.64.

90_{I decided, then, that if GM and Chrysler and their stakeholders were willing to sacrifice for their}

ke the difficult, but necessary steps to restructure, and make themselves stronger, leaner, and more competitive, then the United States government would stand behind them Remarks by the President on General Motors

Restructuring ,

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https://www.whitehouse.gov/the-press-office/remarks-president-general-motors-re structuring] 2010 10 5

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Effects of the 2008-2010 automotive industry crisis on the United States.

http://en.wikipedia.org/wiki/Effects_of_the_2008%E2%80%9310_automotive_industry_crisis_on_ the_United_States] 2010 7 15

102_{Rattner, S. op.cit. pp.23-24.}

103 _{Rattner, S. The auto bailout: How we did it. October 21}

[http://money.cnn.com/2009/10/21/autos/auto_bailout_rattner.fortune/index.htm postversion=200 9102109] 2010 7 5

104 _{Wagoner summed up GM s problems are not of its making, as he had at Treasury} _,

I do t agree with those who say we are not doing enough to position GM for success. What exposes us to failure now is not our product line up, is not our business plan, and is not our

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employees and their willingness to work hard. It is not our long term strategy. What exposes us to failure now is the global finance crisis, which has severely restricted credit availability and reduced industry sales to the lowest per-capita level since World War , Rattner, S. op.cit. pp.26-27.

105 _{Ibid., pp.64-65.}

106 _{Certainly Rick and his team seemed to believe that virtually all of their problems could be laid at}

the feet of some combination of the financial crisis, oil prices, the yen-dollar exchange rates, and the aggressive new appro Ibid., p.92.

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126

₁₉₄₃

12 1945

8 1945

9

2

50

9

25 1945

10

1

1 1945

11

15

127

DA

1947

11 1955

110

128

125 ₂₁ ₅₀ ₆₅ 126 ₈₁ 127 ₁₀₀ 128 ₁₁₈

(50)

43

DA 110 1947 1955 1955 1957

310 1959 1963 [https://www.google.co.jp/search q= DB 110 310 ]

2 1

1950

6 1951

4325

129

4 1000

129 ₁₉₄₉ ₁₀ ₅₀₀₀ ₁₂ ₅₀₀₀ 1947 1950 1594 51 3611 52 4743 1999 136 1952 1100 900 200 35 5035 34 7000 7 6,000 21 50 83 1276 18,000 136

(51)

44

130

1946

2

19

131

₁₉₄₇

₄

₂₃

₃

1953

132 133 134

₁₉₅₇

₁₁

₃₀

130 128 131 _{107 108} 132 1992 143 133 _GHQ ₁₉₄₅ ₁₀ ₁₁ 1946 2 12 4 1948 3 1947 1953 8 1800 1962 109 112 134 ₁₉₅₃ 225

(52)

45

136

2 2 2 3

1957

11

137 138 139

135 224 136 224 225 137 ₁₉₅₇ 110 226 138 ₁₉₅₄ ₁ 4 2012 61 139 14 1931 110 120 1955 1966 1997 31

(53)

46 1960

2 7

1960

48

87 1961

81

62

99 1962

5 1964

4

140

USA

3 1957

10 1960

9

100

3 6000

141

150

200

400 1963

1000

4

1

142

1964

140 ₂₆₆ 141 1958 210 2 10 1960 9 1955 57 2 1957 10 31 USA 231 239 142 ₉₉

(54)

47

1965 721502 1197152 19254 1937908 37.2% 1970 3354327 2055813 44384 5454524 61.5% 1973 4334561 2616999 42955 6994515 62.0% 1974 4017136 2443062 44469 6504667 61.8% 1975 4681766 2412794 36439 7130999 65.7% 1976 5123634 2883533 43476 8050643 63.4% 1977 5616285 3110729 50265 8777279 64.0% 1986 .

2 2

1965

5 1966

8 1964

4 OECD

143 144

1975

34.8

145

_{2 2}

1973

11

16

143 392 144 _178-179 145 ₁₉₈₉ _{292 294}

(55)

48

146

3 1937

3 1949

1954

42 1960

147

1966

5 1974

2480

1973

2 5000

148

1965

1966

1969

12 1973

11 1977

65

146 310 2007 65 147 ₃₁₅ 148 ₅₆₈

(56)

49

150

₁₉₈₀

₁

2

151

feasibility study

152 153 154

149 ₁₉₉₄ ₁₁ ₂₀ 1977 6 35 272-273 CFT 150 ₁₉₉₄ ₁₁ ₂₄ 151 ₂₀₅ 152 ₁₂ 1 1979 8 13 1980 1 10 99 8 35.8 80 1660 3090 1982 560 5 1 90 400 63-64 224-225 1980 5 6 80 1 16 6 83 4 87 100 65-66 FS Feasibility Study 123 153 ₄ 99 154

(57)

50 3 1

1979

155 156

2 8

1982 1 1994 11 25 83 194 155 547 156 ₄₉₂

(58)

51

/ 1981 91,122 183,898 82,035 93,689 49,922 1982 71,496 153,296 74,324 136,081 44,607 1983 71,685 133,206 75,075 138,329 42,101 1984 72,164 147,852 90,280 158,309 32,685 1985 67,722 139,510 87,689 132,229 47,776 1986 394

1960

157

1979

10

158

2

3

159

1981

30

29.9

160

_{2 4}

157 _438~440 158 ₁₀ 569 159 ₄₈₉ 160 ₁₉₈₉ _{320 322}

(59)

52

161

2 9

162

₍

_{2 10 2 11)}

2 9

( ) 1976 1990

161 _{Return On Capital Employed} 162 294 0.00% 0.05% 0.10% 0.15% 0.20% 0.25%

(60)

53

1 1980.3 2,738,868 153,585 183,016 87,457 57 1981.3 3,016,190 124,458 166,070 85,911 54 1982.3 3,198,724 134,340 178,569 86,068 51 1983.3 3,187,722 102,124 154,347 95,477 56 1984.3 3,460,124 61,456 120,863 70,532 37 1985.3 3,618,076 70,845 148,184 74,276 35 1986.3 3,754,172 58,999 124,675 64,752 30 1987.3 3,429,317 8,449 118,555 46,606 21 1988.3 3,418,671 47,610 137,043 38,584 17 1989.3 3,580,110 92,010 154,772 63,606 26 1990.3 4,005,550 138,664 184,270 85,377 34 ( ) 1976 1985

2 11

1976 1990

100 1976 1990

1980

0 50000 100000 150000 200000 250000 300000 350000 400000

(61)

54

163 164

_{2 12}

2 12

100 1984 1985 1986 1987 1988 1989 113,857 128,496 163,865 196,082 205,715 159,653 16,424 19,489 15,347 10,646 3,521 2,977 130,281 147,985 179,212 206,728 209,236 162,630 FOURIN( ) FOURIN 1991 200

1989

60 1,115

2 13

1115

1

165

163 ₁₉₈₄ ₁₀ ₅₀ 46.7 5.3 209 164 ₅₀ 1973 12 1974 22.3 385 1969 21 50 192 165 ₁₉₉

(62)

55

100 1984 1985 1986 1987 1988 1989 34,468 31,338 61,388 149,230 111,821 111,456 FOURIN( ) FOURIN 1991 201

3 2

50 1977

6

166

3

167

6 7

168

8 3 4

169 170

166 ₂₁ ₅₀ ₂₀₉ 167 ₁₈₂ 168 ₁₉₉₄ ₁₁ ₂₆ 169 490 170 _UAW IMF

(63)

56

171

2012

172

90 2 14

1995

3 1999

2

4

3 2 14)

1995 2005

100 ( ) (1995 2005 )

ILO 78 164 171 ₂₂₇ 172 ₃₀₁ 0 500000 1000000 1500000 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

1995 2005

(64)

57 2012

FF

173 174

₁₉₈₀

2 15 80

80

10 2 16 2 17

2 15

1975 1985

1986 236 1992 1993 220 2001 208

173

₁

₉₇₉ ₁ _FF 1982 7 206 174 ₂₀₄ 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005

(65)

58 2 16

(1965~1999)

( ) 1992 1993 368 376 1992 1993 332 340 ( ) 2001 322 328

2 17

1965~1999 (%)

1986 1992/1993 ( ) 2001

10

10 VW

175

₂

176

180

175 176 ) ( ) 198 0 500,000 1,000,000 1,500,000 2,000,000 1960 1965 1970 1975 1980 1985 1990 1995 2000 0 0.1 0.2 0.3 0.4 0.5 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005

(66)

59 production oriented

2 18

(1976

1990

)

100 ( ) 1976 1990

2 19

177 0 200,000 400,000 600,000 800,000

1976-1990)

(67)

60 2 19

1911 1914 (D) (A) (T) 3 1926 1933 (1933~1936) 1936.5.29 1936.9.19 2 1939. (1939~1944) 1944.9 (1944~1945) 1945.12.15 (1945~1951) 1947.4.23 1951.10.27 1951~1957 1953.8.30 2 1955.1.23 1952.12.4 1958 6 18 58 (1957~1973) 1959. 8 310 1960. 9 1961 9 1962. 1963. 9 2 410 1966. 5 8 30.1 1967 8 510

(

)

(68)

61

1977 6 7 (1973~1977) 1980 (1977~1985) 1981 7 NISSAN 1984 4 1984 2 1992 1 (1985~1992) 1994 1 (1992~1996) 1995 3 1996 20.8 1998 5 (1996~2000) 1999 3 6 10 1999 6844 COO 2000 2000 3311 (2000~ ) 2001 5 10 180 Value Up program, 15% 44.4% 21 50 1983 2001

3 1960

1970

(69)

62

178

₁₉₆₀

SSS

70

179

2001

180 181

₁₉₉₄

₈

12,000

1 9,400

182 183

2

3

1

178_FOURIN _{FOURIN 1991} ₂₃₃ 179 _{484 491} 180 _F ₂₀₀₁ 17 181_FOURIN ₄₉ 182 1 19.6 1995 66 183 ₆₇

(70)

63 2 20

2 20 1975 - 1985

1 2 3 4 5 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 2007 173 1986 ( 1986)

2 21 2 22)

1980

1990

(71)

64

3

6

3 22.7%

184

production oriented

1980

(NMMC)

185

Camry

Accord

186

2 21

3

6

3

3 6 578,173 ( 830,767 ( (45.1%) 642,461 ( ( 22.7%) 822,164 ( 932,440 ( (13.4%) 945,353 ( (1.4%) 370,705 ( 508,420 ( (37.1%) 738,306 ( (45.2%) 3 85 83 45.1% 6 3 22.7% FOURIN 90 FOURIN 1991 178

184_FOURIN ₁₇₈

185 _GM _{NUMMI (New United Motor Manufacturing Inc.)}

TMMU(Toyota Motor Manufacturing U.S.A. Inc.) 1988 10

594 595

186

1970 HAM(Honda of

(72)

65

GM 35.6 35.1 35.3 Ford 24.3 24.6 23.9 Chrysler 14.3 13.8 12.2 6.1 6.5 7.6 5.0 5.4 6.2 4.2 4.6 4.5 15,464,003 14,550,214 13,886,809 FOURIN 90 FOURIN 1991 174

2

3 2 23

2 23

1988 ~1990

1988 1989 1990 2.9% 3.0% 2.9% 2.7% 2.6% 2.7% 1.9% 1.8% 2.1% FOURIN 90 FOURIN 1991 174

1983

Occupants

Objects

Occasions

Organization

Objectives

Operations

187

product

price

place

187 ₁₉₈₃

(73)

66 promotion

P

Product

P

2001

188

₁₉₇₇

189

2

3 2000

want well-designed, high-

190

191

188 _F ₁₆ 189 _S ₂₁ 2008 188 190 _{Carlos Ghosn,} February, 2002, p.30. 191 _NYC 1999 [http://www.interbrandjapan.com/ja/service/index.html] 2015 2 6

(74)

67 2000

193

2001

COO

2000

1000

700

4

75

7 5000

194

₁₉₈₅

26

2 5000

195

1981

DATSUN

NISSAN

192 _BP ₂₀₀₀ ₁₉₈ 193 _198-199 194 ₂₀₂ 195 _NYC 2001 185 7800 8 217 2800 12 185 7800 14 146 3800 21 100 2001 [http://bestglobalbrands.com/previous-yara/2001] 2015 2 6

(75)

68

196

Production Oriented

197

GM

196 ₅₉₀ 197 ₁₈₆

(76)

69

1

10

198 199

1 1

(

35.8

99 9800

)

EC

200 201 202

2000

99

203

₁₉₈₃

1994

6 1 2 VW

1980

12 VW

198 ₄₇ 199 ₁₉₇₉ ₇ 2012 217 1994 11 24 200 ₂₂₄ 201 ₁₉₈₀ ₆ ₈ _36% ₁₉₈₁ 7 11 36% 1982 2 32 55 225 202 _INI 1986 28 203 ₂₀₀₁ ₃₀

(77)

70

81

9 VW

2500

VW

204

₁₉₈₄

1984

1,410

1985

12,282

205

₃

₇

₅

1992

206

_VW

207

1 3

80

12 (

50 )

ARNA

83

10

1

1 1987

2 24

1987

9

208

₁₉₈₇

_Fiat

204 ₂₂₈ 205 ₁₉₈₆ ₃₉₄ 206 ₁₉₈₁ ₁ _VW VW 2 VW 25,000 VW 12 VW 1981 9 2500 3 VW 234 207 ₁₉₉₄ ₁₁ ₂₄ 208 ₁₉₉₄ ₁₁ ₂₄ ₅₈ ₅ 62 1987 9 100 226

(78)

71

Al f a Romeo Arna Arna

1983 206, 926 ( 14. 8) 11, 471 ( 0. 8) 4, 472 ( 0. 3) 6, 999 ( 0. 5) 1984 200, 103 ( 13. 9) 31, 066 ( 2. 2) 3, 181 ( 0. 2) 27, 885 ( 1. 9) 1985 157, 625 ( 11. 3) 10, 976 ( 0. 8) 92 ( - ) 10, 884 ( 0. 8) 1986 168, 074 ( - ) ( - ) ( - ) 1986

1 4

2 25

1982 1995

1982 107927 (4.2) 470246 (5.9) 0 1983 11715 (0.4) 125640 (4.0) 521902 (5.7) 659,257 1984 95162 (2.3) 108562 (2.7) 485298 (4.7) 689,022 1985 110344 (2.4) 39794 (0.4) 145257 (3.1) 535372 (4.8) 830,767 1986 96827 (2.0) 52604 (0.5) 119506 (2.5) 501247 (4.4) 770,184 1987 78678 (1.6) 119678 (1.2) 90327 (1.8) 456985 (4.5) 745,668 1988 116717 (2.2) 112125 (1.1) 52380 (1.0) 361239 (3.4) 642,461 1989 130978 (2.6) 103134 (1.1) 22067 (0.4) 407237 (4.2) 663,416 1990 134260 (2.8) 109575 (1.2) 33093 (0.7) 344675 (3.7) 621,603 1991 129633 (3.0) 112800 (1.4) 39508 (0.9) 300933 (3.7) 582,874 1992 121264 (2.5) 144588 (1.8) 37675 (0.8) 273382 (3.3) 576,909 1993 156282 (2.8) 249844 (2.9) 49081 (0.9) 232802 (27) 688,009 1994 172994 (2.7) 313058 (3.5) 64184 (1.0) 224170 (2.5) 774,406 1995 180712 (2.8) 299884 (3.5) 69934 (1.1) 220374 (2.6) 770,904 1986 ( ) 1999

1980

7

100 Nissan Motor Manufacturing Corp.

U.S.A

NMMC

(Smyrna)

(79)

72

6

1

209

₁

₅₀₀₀

1 1985

2 25, 2 26

2 26

1986 ( ) 1999 210

1983

Datsun

Nissan

CI

211

1 5

1980

4 UK

BL

British Leyland

209 ₅₈₉ 210 ₁₉₈₀ 2 2005 7 22 211 0 100,000 200,000 300,000 400,000

(80)

73

3

212

₁₁

₁₈

₂₀

1,410

1984

1981

1

5

10

300

213

200

10

10 2 10 2 11

1981

1982

7 1982

9 1983

6

214

6

5 1984

2

800

98 24,000

400 500

212 ₂₀₁₂ ₉₅ 213 _237-238 214 1983 6 7

(81)

74

10 2,700

1990

10 3,500

215

1984

4 NMUK

2012

VW

216

₁₉₈₂

17

7

217

₁₉₈₂

538

258

127

131 2 27

215 _262-263 216 ₂₁₅ ₁₉₈₁ ₁₈ 1983 200 1981 1983 217 ₁₉₇₁ ₂ 498

(82)

75

532 1788 -600 -1241 28079 50265 3023 108 13022 23244 1095 84 22430 28644 -2770 -123 56883 67343 -1935 -34 1284 2228 -257 -200 TR- X) 9716 15190 -257 -26 79689 78304 -9546 -120 7360 6441 -2488 -338 9568 11398 -894 -93 3075 3999 -138 -45 88877 58907 -14227 -160 12534 10139 -875 -70 45042 31756 -7705 -171 20670 15611 -1512 -73 12213 9401 -1310 -107 4738 4961 -795 -168 415712 419619 -41251 -99 2012 261

2 Marketing Oriented

Production Oriented

PR

218

(83)

76

219

1980

220 221

VW

1992 148 219_FORUIN ₁₇₄ 220 _{589 590} 221 ₁₉₉₄ ₁₁ ₂₀

(84)

77 NMMC

1985

6 2 28

2 28

1977 6 7 2,000 10 B310 1978 7 12

(85)

78

1979 6 10 / 11 910 1980 1 1 1000 2 4 5 7 NMMC 12 VW ARNA 1981 5 7 168 NISSAN 8 3,000 9 VW 12 NMAC 82 3 4 30 6 11 6 9 83 1 WD GM NUMMI 6 8 84 2 85 2 6 21 50 1983 2012

(86)

79

3 Saving the business

without losing the company

222

Cross Functional Team (

CFT

)

the man of action

1

1 1966

2 1980

264 4000

223

1990

224

2000

CEO

1

225

222_{Polanyi M.} _{op.cit. pp.601-616.} 223 _1,940,615 1999 224 ₁₉₉₇ ₁₁ 1998 10 10 1997 5 1 7 1 300 10 12 1998 2000 82 225 ₁₉₉₈ ₅ ₇ 89 NAFTA 3% 65% NAFTA 17% 94 95 1999 1 28 2000 155

(87)

80

226 227 228

₁₉₉₉

₃

₂₇

COO

3

229

2

230

₂₂₄

3

11 Baa3

Ba1

231

_{3 1}

GM GM 2000 6 192 226 ₈ 136 227 ₁₇₄ 228 MITI 169 229 ₂₀₀₃ ₆₃ 230 _FOURIN ₄₉ 231 ₁₉₉₉ ₂ ₉₀ S&P B S&P 6 11 8 19 Baa3 92

(88)

81 3 1

2000

3

99 3 00 3 65, 800 ( 0. 2%) 59, 771 - 9. 2% 1, 097 26. 3% 826 - 24. 8% 245 99. 4% 16 -277 ( - ) 6, 844 ( - ) 1, 87 1, 35 2, 91 2, 48 2000 3 2000 5 19

2

233

20

232 ₂₀₀₄ ₅₃ 233 ₂₈

(89)

82

234 235

3 6,050

1

400

36.8 6,430

5 2,159

236 237

3

238 239 240

3 2

234 _{134 135} 235 ₂₉ 236 ₅₄ 237 ₁₃₄ 238 2003 258 239 ₂₃₃ 240 _[ _] ₂₀₀₉ 106

(90)

83

EC 2 2003 258 FOURIN( ) '90 OURIN1991 219 241

COO

242 243

_tacit

knowledge

244

241 210

242 _{Inside Nissan, though, people recognized that we} _{trying to take the company over but}

rather were attempting to restore it to its former glory. We had the trust of employees for a simple reason: We had shown them respect. Although we were making many profound changes in the way Nissan carried out its business, we were always careful to protect Nissan s identity and its dignity as a company Carlos Ghosn, op. cit. p.44.

243 ₂₀₆

(91)

84

2

1 tacit knowledge

1962

experienced knowledge

245

1962

(There are things that we

know but cannot tell)

246

integrate

245_{Polanyi, M.}

34(4) Oct.1962, p.1.

246 _{My introductory statement, that there are things that we know but cannot tell, can}

_{then be}

developed as follows. We can tell what the things are which we know by attending to them focally, but we are uncertain, or entirely ignorant, of things that we know only by relying on our

(92)

85 comprehensive entity

247

(1962)

2007

Specifiable knowledge

248

_{Explicit knowledge}

249

_{3 3}

₂₀₀₁

250

2001

3 3

Tacit Knowledge

Specifiable Knowledge

Explicit Knowledge

2007

247_{To make explicit our tacit knowledge of spoken word is to destroy the comprehensive entity, the}

sign-gestalt, to which the word contributed. Polanyi, M. op.cit. p.8.

248 ₁₂₇ ₂₀₀₇ ₂₇

249 ₃

(93)

86 CFT

1962

indwelling

251

NPW

CFT

Specifiable

knowledge

CFT

NPW

CFT

2 NPW

1960

252

TQC

253

251 _{acit knowing now appears as an act of indwelling by which we gain access to a new meaning.}

Therefore, since all understanding is tacit knowing, all understanding is achieved by indwe Polanyi, M. op. cit. p.9.

252 _{(Deming Prize} _TQM

W 1951

Wikipedia

(94)

87 TQC

254

QC

TQC

255

1994

1997

NPW

256 257

₁₉₆₂

258

_100%

254

Toyota Production System

255 ₂₃

256 _9-10

257 ₂₀₁₁ _22-25

(95)

88 NPW

259

NPW

G

260

_NPW

CFT

1999

NRP

261

NRP

NPW

NRP

7 51%

4 70%

NPW

262

NPW

3

Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and

information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms. Knowledge exists within people, part and parcel of human complexity and unpredictability. Knowledge can and should be evaluated by the decisions or actions to which it leads. The knowledge management movement can be credited with another substantial achievement: getting the business world to focus on something other than data. Davenport, T.H., Prusak, Working Knowledge: How organizations manage what they know

Boston, 1998, pp.5-6.

259 _NPW _{TPS Toyota Production System)}

TPS NPW

181

260 _G _{Global Training Center(} _{) Global Production Engineering}

Center( ) Global Package Design Center( ) Global Launching

Expert( ) 4 24

261 ₁₅₆

(96)

89 2009

264

NPW

265

CFT

263 _WBS No.42(2011) 67 264 ₁₈₉ 265 ₂₄

(97)

90

3 Carlos Ghosn(2002)

266 267

CFT

268

1

269 270

266 _{On a broader level, I also sought to impose transparency on the entire organization to ensure that}

everyone knew what everyone else was doing, Ghosn, C. op. cit.p.42.

267 _{Ibid., p.40.}

268 ₁₇₆

269 ₁₉₇

270 _{Milikin, J.P. (2005)}

(98)

91 COO

(Executive Committee)

5 2011

3

70 5%

272

Global Alliance Committee (GAC)

GAC

Cross Company Team (CCT)

273 274

₉

CFT

30

2 CFT

COO

CEO

CFT

275

_CFT

271 ₂₀₁₁ ₃₄ 272 _138-142

273 _{Mohamad, R.N. & Saito, Akira} _{- A contrast in culture, corporate governance,}

(2005) p.575.

274

Senior Vice President (SVP) SVP

Nissan Press Release [http://www.nissan-global.com/GCC/Japan/NEWS/20000316_0.html] 2000

3 16 2014 7 24

275 _CFT ₁₉₉₂ ₉₆

(99)

92 CFT

CFT

276 277

CFT

9 NRP

CFT

CFT 172 276 ₁₇₂ 277 ₁₉₉

(100)

93 CFT

3 5

10 CFT

40 50

1

2

3

279

3 5 CFT

1999

7

1

1 2 3 4 5 6 7 8 February, 2002.

278 ₁₉₇ 279 ₂₂₃

(101)

94

280

CFT

CVT

281

_CFT

NRP

3 4

CFT

282

280 _{hat car buyers want, after all, is performance, performance, performance. They want}

well-designed, high-quality products at attractive prices, delivered Ghosn, op. cit. p.40.

281 ₁₉₉₉ ₁₄₉

282

Davenport, T.H. & Prusak, L. (1998) working knowledge ( 258 ) 1962

100%

(102)

95

1. 2 3. 4. 5. 6. 7 . 8. 9. 2003 257

3 (NRP)

CFT

283

_NRP

_CFT

2000

4 2003

3

3 2000

2002

4.5%

2002

7000

284

NRP

283 ₈₆

284 _{Nissan Press Release [http://www.nissan-.com/GCC/Japan/NEWS/20000316_0.html]} ₂₀₀₀ ₃

(103)

96 NRP

CFT

2002

20 3 6 NRP

1999 2002 2001 3 240 165 14 8 2 1000 1 6500 2400 1400 700 1 4000 7000 1145 600 6900 3400 20% 1394 2000 4.5% 4000 6500 6000 5000 500 NRP [www.nissan-global.com/GCC/NRP/SUPPORT/revival-j.pdf]

NRP

285

2002

22 NRP

3

50

3

285 ₂₀₀₀ 2000 3410 194

(104)

97 CFT

3 3 3

2000

2002

286

_NRP

NRP

3 6

3 7

3 7 NRP

1.70% (98 , 1.40% (99 ), 4.75%(00 ), 7.9%(01 ) 11% 00 20% 01 51% 75% 7 4 99 3 148,000 02 3 125,000 7 24 Platform 99 4 15 Platform 01 18 98 80 355 3,005 2,650 5,300 01 02 9 2004 2003 6 [www.nissan-global.com/GCC/NRP/SUPPORT/revival-j.pdf]

NRP

3 8)

180

287

3 9

180 2004

100

180

286 ₁₉₀ 287 ₁₈₀ ₂₀₀₄ ₂₀₀₁ ₁₀₀ 8% 2004 198

(105)

98 3 8

1997

2003

1997

1998

1999

2000 2001 2002 2003

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cost burden, and our inability to adjust structural costs in line with falling revenue. The challenges we cited in this space a year ago- global overcapacity, falling prices, rising health-care costs, higher fuel prices, global competition- intensified and significantly weakened our business. The result was a loss of $3.4 billion, excluding special items, and a reported loss of $10, 6 billion, on revenues of $192, 6 billion. Obviously, that is unsustainable. Though we are confident that GM has time and sufficient cash to see itself through a turnaround, I want you to know that we are working diligently to get things moving in the right direction quickly

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, Stanford Business Books, Stanford, CA. 2011.

Colin, M

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General Motors Corporation 2003 Annual Report

file:///C:/Users/Owner/Downloads/GM_2003_AnnualReport%20 (3).pdf

General Motors Corporation 2004 Annual Report

file:///C:/Users/Owner/Downloads/GM_2004_AnnualReport%20 (1).pdf

General Motors Corporation 2005 Annual Report

file:///C:/Users/Owner/Downloads/GM_2005_AnnualReport.pdf

General Motors Corporation 2006 Annual Report

www.slideshare.net/QuarterlyEarningsReports3/gm-2006-annual-report-full-annual-report

General Motors Corporation 2007 Annual Report

file:///C:/Users/Owner/Downloads/GM_2007_AnnualReport.pdf

General Motors Corporation 2010 Annual Report

www.materials.proxvote.com/Approved/37045V/20110408/AR_87685/HTML1/default.htm

シュンペーターの人間類型論から見たリーダーシップ論 : GMと日産をケース・スタディにして

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