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APDSI-ICOSCM-ISOMS 2014
How does dynamic capability
shape company growth in change?
-Case in Japanese social networking game companies -
2014/7/19
Akimasa TANAKA
@Graduate School of International Social Sciences
Yokohama National University
Ryo SATO
@Department of Business Administration Yokohama
National University
Keywords:
Dynamic Capability, Social Networking Game, Strategic Management
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2010	
   2011	
   2012	
   2013	
  
Social networking game industry has been growing in Japan.
Following figure shows how fast it grew.
Overview-What is social networking game
2	
SOURCE : http://www.yano.co.jp/press/pdf/1053.pdf
SOURCE : http://cyber-z.co.jp/news/pressreleases/2014/0325_1497.html	
Unit: Billion Yen	
Total sales figure of
social networking game	
In this industry,GREE,Inc.(hereunder,GREE) providing social
network infrastructure (hereunder,SNI) is one of leaders.
35.2	
  	
  
64.2	
  	
  
158.2	
  	
   152.2	
  	
  
10.3	
  	
   13.3	
  	
   12.6	
  	
   12.2	
  	
  
0	
  	
  
50	
  	
  
100	
  	
  
150	
  	
  
200	
  	
  
2010	
   2011	
   2012	
   2013	
  
To know how large GREE grew, here we compared mixi,Inc.
(hereunder,mixi). Because mixi is pioneer of SNS in Japan.
(※)DeNA is also leader. But they are more diversified than GREE and mixi
(A.Tanaka 2013). So,we selected companies focusing on social network
service as core business for research reason.
3	
Billion Yen	
174	
  
592	
  	
  
1,730	
  	
  
2,364	
  	
  
351	
  
472	
  	
   477	
  	
  
364	
  	
  
0	
  	
  
500	
  	
  
1,000	
  	
  
1,500	
  	
  
2,000	
  	
  
2,500	
  	
  
2010	
   2011	
   2012	
   2013	
  
Sales # of employee
48.5%	
  
52.3%	
  
31.9%	
  25.5%	
  
16.5%	
  
20.4%	
  
4.0%	
  0.0%	
  
10.0%	
  
20.0%	
  
30.0%	
  
40.0%	
  
50.0%	
  
60.0%	
  
2010	
   2011	
   2012	
   2013	
  
Sale profit rate
Overview-GREE growth
7.1	
  	
  
8.1	
  	
  
13.1	
  	
  
11.8	
  	
  
8.5	
  	
   8.0	
  	
  
4.7	
  	
  
1.5	
  	
  
0	
  	
  
5	
  	
  
10	
  	
  
15	
  	
  
2010	
   2011	
   2012	
   2013	
  
4	
Sales of social service
Sales of item
Sale of Ad
As we see,all SNI has not achieved growth like GREE.This
means that just being in this industry does not promise
growth. So,we assume GREE did something for growth.
35.2	
  	
  
64.2	
  	
  
158.2	
  	
  
152.2	
  	
  
9.7	
  	
   12.3	
  	
   11.6	
  	
   9.7	
  	
  
0	
  	
  
20	
  	
  
40	
  	
  
60	
  	
  
80	
  	
  
100	
  	
  
120	
  	
  
140	
  	
  
160	
  	
  
180	
  	
  
2010	
   2011	
   2012	
   2013	
  
28.2	
  
56.1	
  
145.1	
   140.5	
  
1.2	
   4.4	
   6.9	
   8.2	
  
0	
  
50	
  
100	
  
150	
  
200	
  
2010	
   2011	
   2012	
   2013	
  
Billion Yen	
Billion Yen	
Billion Yen	
Overview-GREE growth
5	
GREE drastically expanded their business in SNI industry.
However,
【1】 The change of this industry is rapid and difficult to analyze
what is coming next.
So How did GREE do that ?
To explain 【1】, first we see existing strategic theories.
	
Overview-GREE growth
6	
1. Industry forces
A positioning theory by Porter (1985) proposed that
company profitability is decided with industry. And he also
proposed the power balance between company and
competitors,suppliers,buyers and threat from substitutes and
new comers (called 5 forces) decided current and future
profitability. So,companies need to find charming industry,
then enter there,then make strategy of cost leadership or
differentiation or niche to sustain advantage.
When to use of this theory
If industry can be analyzed or predicted,industry forces is
useful. But for constantly changing industry like IT service,
it is difficult to define the players in industry.
Strategic theories
7	
2. Resource based theory
The resource based theory by Barney(2002) proposed even
companies in same industry was different.Because some
resources have immobility and heterogeneity. Additionally, if
the resource has value and rarity and imperfectly imitable and
non-substitutes (called VRIN),it leads sustained competitive
advantage.
When	
  to	
  use	
  of	
  this	
  theory	
  	
  
This is focused on current resource set company has. So
this is hard to guarantee future success. Because the
current resource might cause program durability bias,due
to overconfidence to the resource. So,this is difficult to use
for constantly changing industry or situation.
Strategic theories
8	
Strategic theories
3. Dynamic capability
Dynamic capability (hereunder,DC) was proposed by Teece
and others in 1997. DC focused on how company coped with
change. To do this,Teece proposes company has to sense
opportunities and threats in environment. And seize/re-
configure resources for it. And importantly, DC is consisted of
organizational process made with company’s past/resource
position.
When to use of this theory
DC has possibility to explain how company can grow
under change. However, according to Teece (2009),
the micro foundation of DC is still under development. It
means that using DC to practice has still problems.
9	
Comparison of strategic theories
Industry
forces
Resource
based
theory 	
Emergent
strategy(※)	
Dynamic
capability	
For change	
 No	
 No	
 Yes	
 Yes	
Focus	
 Industry	
 Resource	
 Pattern Organization
al capabilities
Tool to use	
 5 forces	
 VRIN	
 n/a	
 In Progress	
From a review of strategic theories we saw,
which can explain company like GREE the most ?
DC seems suitable to explain growth under constantly
changing industry like SNI. However,DC is still difficult to use
in practice.
(※)	
  We	
  also	
  inves;gated	
  emergent	
  strategy	
  (Mintzberg	
  (1988),	
  But	
  this	
  theory	
  	
  explained	
  
why	
  ini;al	
  planning	
  or	
  strategy	
  had	
  changed	
  during	
  prac;ce.	
  So	
  we	
  assumed	
  this	
  theory	
  was	
  
not	
  suitable	
  with	
  explaining	
  how	
  company	
  was	
  able	
  to	
  cope	
  with	
  change	
  inten;onally	
  .	
  	
  	
  
Why is DC difficult?
10	
Change BLACK  BOX Performance
DC talks this area 	
Reason is that DC is trying to open following black box area.
This area contains following perspectives.
•  Planning - Emergence
•  Capability - Meta capability
•  Strategy - Operation
DC seems to come from several levels such as above.
So,to define what DC should be was difficult issue.
DC micro foundation
11	
Change
Performa
nce
Micro foundation	
Sensing Seizing
Reconfigu
ration
Teece refined the black box like below. His DC is consisted of
Ø Sensing/Seizing/Reconfiguration of resource as top
management skill
And these are constrained of
Ø Path/Position/Process
Process Path Position
Constraints	
DC as Top management skill
12	
Our try and goal
However,the micro foundation of DC has not verified well in
practice such as IT industry. Also,according to Teece,the micro
foundation is still under development.
So if DC is still under development and difficult to use,
why don’t we just try to verify and refine it ?
A (long) goal of our study is
1.  Refining DC theory
2.  Implement DC to practice like SNI
3.  Find and fill gap between theory and practice
4.  Develop DC more
First, we investigate how path/position/process of DC are
related with company’s performance under change. This time
we try to implement this to SNI industry.
13	
1.  To do our research, we compared GREE and mixi to
know how their path/position/process affected
performance.
1.1. The reason to compare is in early 2011,the scale of
GREE made a big difference with mixi(Page3-4).
Research method
2.  So we investigated their path/position/process of prior
to 2011 to know how they had differed in 2011.
2.1. This time,we selected their history and service as path/
position.
2.2. This time,we selected their organization diagram and # of
top management as some aspects of organizational process.
Path
SNS
+Platform
2004
GREE:hPp://corp.gree.net/jp/ja/corporate/milestones/	
  
Mixi:hPp://mixi.co.jp/profile/history/	
  
	
GREE
Job
Match
1997
Internet
service
2001
SNS
2006
Social
Game
2011
mixi
Social
Game
2007
Game
Platform
2010
US
Market
2011
mixi started job match service on internet. With internet boom,
they expanded internet services and SNS later,but not game.
We assume job match service was bias to do game business.	
GREE had only SNS service at start. As above shown,they
had no other services in the past. So,they were able to select
game soon after when the market was hot. Moreover,game was
good complementary with SNS’s technology and also
business model they had.	
US
market
2012
SNS
Platform
2010
GREE’s root is SNS, mixi is job match.
14
Position 〜2009	
 2010	
GREE
mixi
GREE	
SNS	
 Game
Game	
Game
Platform	
On the other hand,GREE had only SNS service which became
good complement for game. No wonder they started game soon.	
mixi	
SNS	
Job
Match SNS
Platform	
Weak complement
(As business model)
Strong complement
(As business model)
GREE complemented existing service,but mix did not.
Their Job match service was weak complement for SNS
business model. And also game business was different.That’s
why they were not able to start game business soon.
15	
SNS
Platform
mixi
16	
Year	
 # of Service	
 Operation officers(Age)(※)	
 # of
employee(B)	
Rate(A/B)	
09 3
•  SNS
•  Job Matching
•  SNS Platform	
3
•  CEO
•  Vice President as mixi business of
general manager
•  Management General Manager	
304	
 1.1%	
10	
262	
 0.9%	
Process( # of top management)
GREE
Year	
 # of Service	
 Operation officers(Age)(※※)	
 # of
employee(B)	
Rate(A/B)	
09 3
•  SNS
•  Social Game	
•  Game Platform	
4
•  CEO Vice President as Media
General Manager
•  CTO as Platform General Manager
•  CFO as Business development
General Manager	
102	
 3.9%	
10	
 174	
 2.3%	
# of employees of GREE is less than mixi.
But # of operation officers of GREE is more than mixi.
17	
GREE:	
  hPp://v3.eir-­‐parts.net/EIR/View.aspx?cat=tdnet&sid=824711	
  
mixi:hPp://navigator.eir-­‐parts.net/EIRNavi/DocumentNavigator/ENavigatorBody.aspx?code=2121&cat=yuho_html&sid=3863813&ln=ja&disp=simple	
  
CEO	
Internal	
  	
  
Audit	
Platform div	
Media div	
Media planning div	
Marketing div	
Business promotion
div	
Business develop div	
Human development
div	
Corporate div	
CEO	
Internal
Audit	
Internet media div	
Internet ad div 	
Corporate div	
Other div	
Compared with mixi,GREE is more
decentralized and more operation
officers. According to Teece (2008),
decentralization can capture market
demand/internal R&D opportunities more than centralization
organization. As followed Teece,GREE organization might be
able to seize opportunities faster than mixi. 	
mixi GREE
Process(Organization diagram in 2010)
What we found from path/position/process
Internet service
Communication
on web
Game on
smartphone
Job match	
SNS	
Job match+
the business
SNS+
the business
Game+
the Business
SNS platform
+the
business
SNS
as
platform	
Game platform
Game	
mixi had path/position as job match.So,due to difference of
business model with game,they were not able to cope with it
soon. And their centralization of organization also might have
caused negatively for new market.	
Game platform
for global
18	
Bias
Late
(Due to bias)	
mixi Capability	
 Strategy	
 Market
Communication
on web
Game on
smartphone
SNS
as
platform
SNS
+platform+
the business
Game+
the business
Game	
Globally	
On the other hand,GREE had path/position as SNS and game
before 2010. Much easier than mixi to expand game globally in
2011. And the decentralization of organization also might have
helped it.	
Game platform
Game platform
for global
Game
platform
+ the
business
Game
as
platform	
What we found from path/position/process
19	
Good
Complement	
Good
Complement	
GREE Capability	
 Strategy	
 Market
20	
DC was said to difficult to explain the company performance
(Ambrosini & Bowman 2009).But we could verify DC with SNS.
1.  Company’s path/position/process are strongly related with
how company copes with change and future growth. With
this research,we made small step DC could explain IT
industry in Japan.
1. As theory
2. As practice
Besides theory adaptation we tried,we could find following also.
1.  Decentralization might make a sensing capability more
flexible than centralization.
Ø Decentralization may be able to avoid old process caused by
bias from past experience more than centralization.
Ø Additionally,to sense opportunity with decentralization,
assignment balance of top management in organization is
also related.
Conclusion
21	
1.  GREE and mixi was analyzed with only their public data.
We admit especially their process needs to be investigated
more.
1.  We will investigate path/position/process more to know
how these are related with sensing capability.
2.  We will undertake seizing/reconfiguration after 1. Then try
to understand entire DC micro foundation for practice.
Issue of this research
Next research
22	
References
1.  Ambrosini, Véronique; Bowman, Cliff (2009), “What are dynamic capabilities
and are they a useful construct in strategic management”, International Journal
of Management Reviews, Vol. 11 Issue 1.
2.  Barney,J.B.(2002) Gaining and Sustaining Competitive Advantage,Second
Edition,Pearson Education.
3.  Helfat,C.E., Finkelstein,S., Mitchell,W., Peteraf,M.A., Singh,H., Teece,D.J.and
Winter,S.G.(2007)Dynamic Capabilities: Understanding Strategic Change in
Organizations, Blackwell Publishing.
4.  GREE,Inc.WEBSITE (http://corp.gree.net/jp/ja/corporate/)
5.  Mintzberg, Henry(1988) Crafting strategy , McKinsey Quarterly. Summer88,
Issue 3, p71-90.
6.  mixi,Inc.WEBSITE (http://mixi.co.jp/#cISUiHome)
7.  Numagami Tsuyoshi and Hitotsubashi MBA Senryaku Workshop (2012)
Strategic Analysis Vol.2,Casebook Chapter 3, Toyo Keizai Shiposha.(in
Japanese)
8.  Porter,Michael E.(1985) Competitive Advantage, Free Press.
9.  Teece,D.J.(2009) Dynamic Capabilities and Strategic Management:
Organization and Growth ,OxfordUniversity Press.
10.  Teece,D.J.,Pisano,G.and Shuen,A.(1997) "Dynamic Capabilities and
Strategic Management,”Strategic Management Journal, Vol.18,No.7,pp509-533

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How does dynamic capability shape company growth in change ?

  • 1.                 APDSI-ICOSCM-ISOMS 2014 How does dynamic capability shape company growth in change? -Case in Japanese social networking game companies - 2014/7/19 Akimasa TANAKA @Graduate School of International Social Sciences Yokohama National University Ryo SATO @Department of Business Administration Yokohama National University Keywords: Dynamic Capability, Social Networking Game, Strategic Management
  • 2. ¥138     ¥282     ¥307     ¥547     ¥0     ¥100     ¥200     ¥300     ¥400     ¥500     ¥600     2010   2011   2012   2013   Social networking game industry has been growing in Japan. Following figure shows how fast it grew. Overview-What is social networking game 2 SOURCE : http://www.yano.co.jp/press/pdf/1053.pdf SOURCE : http://cyber-z.co.jp/news/pressreleases/2014/0325_1497.html Unit: Billion Yen Total sales figure of social networking game In this industry,GREE,Inc.(hereunder,GREE) providing social network infrastructure (hereunder,SNI) is one of leaders.
  • 3. 35.2     64.2     158.2     152.2     10.3     13.3     12.6     12.2     0     50     100     150     200     2010   2011   2012   2013   To know how large GREE grew, here we compared mixi,Inc. (hereunder,mixi). Because mixi is pioneer of SNS in Japan. (※)DeNA is also leader. But they are more diversified than GREE and mixi (A.Tanaka 2013). So,we selected companies focusing on social network service as core business for research reason. 3 Billion Yen 174   592     1,730     2,364     351   472     477     364     0     500     1,000     1,500     2,000     2,500     2010   2011   2012   2013   Sales # of employee 48.5%   52.3%   31.9%  25.5%   16.5%   20.4%   4.0%  0.0%   10.0%   20.0%   30.0%   40.0%   50.0%   60.0%   2010   2011   2012   2013   Sale profit rate Overview-GREE growth
  • 4. 7.1     8.1     13.1     11.8     8.5     8.0     4.7     1.5     0     5     10     15     2010   2011   2012   2013   4 Sales of social service Sales of item Sale of Ad As we see,all SNI has not achieved growth like GREE.This means that just being in this industry does not promise growth. So,we assume GREE did something for growth. 35.2     64.2     158.2     152.2     9.7     12.3     11.6     9.7     0     20     40     60     80     100     120     140     160     180     2010   2011   2012   2013   28.2   56.1   145.1   140.5   1.2   4.4   6.9   8.2   0   50   100   150   200   2010   2011   2012   2013   Billion Yen Billion Yen Billion Yen Overview-GREE growth
  • 5. 5 GREE drastically expanded their business in SNI industry. However, 【1】 The change of this industry is rapid and difficult to analyze what is coming next. So How did GREE do that ? To explain 【1】, first we see existing strategic theories. Overview-GREE growth
  • 6. 6 1. Industry forces A positioning theory by Porter (1985) proposed that company profitability is decided with industry. And he also proposed the power balance between company and competitors,suppliers,buyers and threat from substitutes and new comers (called 5 forces) decided current and future profitability. So,companies need to find charming industry, then enter there,then make strategy of cost leadership or differentiation or niche to sustain advantage. When to use of this theory If industry can be analyzed or predicted,industry forces is useful. But for constantly changing industry like IT service, it is difficult to define the players in industry. Strategic theories
  • 7. 7 2. Resource based theory The resource based theory by Barney(2002) proposed even companies in same industry was different.Because some resources have immobility and heterogeneity. Additionally, if the resource has value and rarity and imperfectly imitable and non-substitutes (called VRIN),it leads sustained competitive advantage. When  to  use  of  this  theory     This is focused on current resource set company has. So this is hard to guarantee future success. Because the current resource might cause program durability bias,due to overconfidence to the resource. So,this is difficult to use for constantly changing industry or situation. Strategic theories
  • 8. 8 Strategic theories 3. Dynamic capability Dynamic capability (hereunder,DC) was proposed by Teece and others in 1997. DC focused on how company coped with change. To do this,Teece proposes company has to sense opportunities and threats in environment. And seize/re- configure resources for it. And importantly, DC is consisted of organizational process made with company’s past/resource position. When to use of this theory DC has possibility to explain how company can grow under change. However, according to Teece (2009), the micro foundation of DC is still under development. It means that using DC to practice has still problems.
  • 9. 9 Comparison of strategic theories Industry forces Resource based theory Emergent strategy(※) Dynamic capability For change No No Yes Yes Focus Industry Resource Pattern Organization al capabilities Tool to use 5 forces VRIN n/a In Progress From a review of strategic theories we saw, which can explain company like GREE the most ? DC seems suitable to explain growth under constantly changing industry like SNI. However,DC is still difficult to use in practice. (※)  We  also  inves;gated  emergent  strategy  (Mintzberg  (1988),  But  this  theory    explained   why  ini;al  planning  or  strategy  had  changed  during  prac;ce.  So  we  assumed  this  theory  was   not  suitable  with  explaining  how  company  was  able  to  cope  with  change  inten;onally  .      
  • 10. Why is DC difficult? 10 Change BLACK  BOX Performance DC talks this area Reason is that DC is trying to open following black box area. This area contains following perspectives. •  Planning - Emergence •  Capability - Meta capability •  Strategy - Operation DC seems to come from several levels such as above. So,to define what DC should be was difficult issue.
  • 11. DC micro foundation 11 Change Performa nce Micro foundation Sensing Seizing Reconfigu ration Teece refined the black box like below. His DC is consisted of Ø Sensing/Seizing/Reconfiguration of resource as top management skill And these are constrained of Ø Path/Position/Process Process Path Position Constraints DC as Top management skill
  • 12. 12 Our try and goal However,the micro foundation of DC has not verified well in practice such as IT industry. Also,according to Teece,the micro foundation is still under development. So if DC is still under development and difficult to use, why don’t we just try to verify and refine it ? A (long) goal of our study is 1.  Refining DC theory 2.  Implement DC to practice like SNI 3.  Find and fill gap between theory and practice 4.  Develop DC more First, we investigate how path/position/process of DC are related with company’s performance under change. This time we try to implement this to SNI industry.
  • 13. 13 1.  To do our research, we compared GREE and mixi to know how their path/position/process affected performance. 1.1. The reason to compare is in early 2011,the scale of GREE made a big difference with mixi(Page3-4). Research method 2.  So we investigated their path/position/process of prior to 2011 to know how they had differed in 2011. 2.1. This time,we selected their history and service as path/ position. 2.2. This time,we selected their organization diagram and # of top management as some aspects of organizational process.
  • 14. Path SNS +Platform 2004 GREE:hPp://corp.gree.net/jp/ja/corporate/milestones/   Mixi:hPp://mixi.co.jp/profile/history/   GREE Job Match 1997 Internet service 2001 SNS 2006 Social Game 2011 mixi Social Game 2007 Game Platform 2010 US Market 2011 mixi started job match service on internet. With internet boom, they expanded internet services and SNS later,but not game. We assume job match service was bias to do game business. GREE had only SNS service at start. As above shown,they had no other services in the past. So,they were able to select game soon after when the market was hot. Moreover,game was good complementary with SNS’s technology and also business model they had. US market 2012 SNS Platform 2010 GREE’s root is SNS, mixi is job match. 14
  • 15. Position 〜2009 2010 GREE mixi GREE SNS Game Game Game Platform On the other hand,GREE had only SNS service which became good complement for game. No wonder they started game soon. mixi SNS Job Match SNS Platform Weak complement (As business model) Strong complement (As business model) GREE complemented existing service,but mix did not. Their Job match service was weak complement for SNS business model. And also game business was different.That’s why they were not able to start game business soon. 15 SNS Platform
  • 16. mixi 16 Year # of Service Operation officers(Age)(※) # of employee(B) Rate(A/B) 09 3 •  SNS •  Job Matching •  SNS Platform 3 •  CEO •  Vice President as mixi business of general manager •  Management General Manager 304 1.1% 10 262 0.9% Process( # of top management) GREE Year # of Service Operation officers(Age)(※※) # of employee(B) Rate(A/B) 09 3 •  SNS •  Social Game •  Game Platform 4 •  CEO Vice President as Media General Manager •  CTO as Platform General Manager •  CFO as Business development General Manager 102 3.9% 10 174 2.3% # of employees of GREE is less than mixi. But # of operation officers of GREE is more than mixi.
  • 17. 17 GREE:  hPp://v3.eir-­‐parts.net/EIR/View.aspx?cat=tdnet&sid=824711   mixi:hPp://navigator.eir-­‐parts.net/EIRNavi/DocumentNavigator/ENavigatorBody.aspx?code=2121&cat=yuho_html&sid=3863813&ln=ja&disp=simple   CEO Internal     Audit Platform div Media div Media planning div Marketing div Business promotion div Business develop div Human development div Corporate div CEO Internal Audit Internet media div Internet ad div Corporate div Other div Compared with mixi,GREE is more decentralized and more operation officers. According to Teece (2008), decentralization can capture market demand/internal R&D opportunities more than centralization organization. As followed Teece,GREE organization might be able to seize opportunities faster than mixi. mixi GREE Process(Organization diagram in 2010)
  • 18. What we found from path/position/process Internet service Communication on web Game on smartphone Job match SNS Job match+ the business SNS+ the business Game+ the Business SNS platform +the business SNS as platform Game platform Game mixi had path/position as job match.So,due to difference of business model with game,they were not able to cope with it soon. And their centralization of organization also might have caused negatively for new market. Game platform for global 18 Bias Late (Due to bias) mixi Capability Strategy Market
  • 19. Communication on web Game on smartphone SNS as platform SNS +platform+ the business Game+ the business Game Globally On the other hand,GREE had path/position as SNS and game before 2010. Much easier than mixi to expand game globally in 2011. And the decentralization of organization also might have helped it. Game platform Game platform for global Game platform + the business Game as platform What we found from path/position/process 19 Good Complement Good Complement GREE Capability Strategy Market
  • 20. 20 DC was said to difficult to explain the company performance (Ambrosini & Bowman 2009).But we could verify DC with SNS. 1.  Company’s path/position/process are strongly related with how company copes with change and future growth. With this research,we made small step DC could explain IT industry in Japan. 1. As theory 2. As practice Besides theory adaptation we tried,we could find following also. 1.  Decentralization might make a sensing capability more flexible than centralization. Ø Decentralization may be able to avoid old process caused by bias from past experience more than centralization. Ø Additionally,to sense opportunity with decentralization, assignment balance of top management in organization is also related. Conclusion
  • 21. 21 1.  GREE and mixi was analyzed with only their public data. We admit especially their process needs to be investigated more. 1.  We will investigate path/position/process more to know how these are related with sensing capability. 2.  We will undertake seizing/reconfiguration after 1. Then try to understand entire DC micro foundation for practice. Issue of this research Next research
  • 22. 22 References 1.  Ambrosini, Véronique; Bowman, Cliff (2009), “What are dynamic capabilities and are they a useful construct in strategic management”, International Journal of Management Reviews, Vol. 11 Issue 1. 2.  Barney,J.B.(2002) Gaining and Sustaining Competitive Advantage,Second Edition,Pearson Education. 3.  Helfat,C.E., Finkelstein,S., Mitchell,W., Peteraf,M.A., Singh,H., Teece,D.J.and Winter,S.G.(2007)Dynamic Capabilities: Understanding Strategic Change in Organizations, Blackwell Publishing. 4.  GREE,Inc.WEBSITE (http://corp.gree.net/jp/ja/corporate/) 5.  Mintzberg, Henry(1988) Crafting strategy , McKinsey Quarterly. Summer88, Issue 3, p71-90. 6.  mixi,Inc.WEBSITE (http://mixi.co.jp/#cISUiHome) 7.  Numagami Tsuyoshi and Hitotsubashi MBA Senryaku Workshop (2012) Strategic Analysis Vol.2,Casebook Chapter 3, Toyo Keizai Shiposha.(in Japanese) 8.  Porter,Michael E.(1985) Competitive Advantage, Free Press. 9.  Teece,D.J.(2009) Dynamic Capabilities and Strategic Management: Organization and Growth ,OxfordUniversity Press. 10.  Teece,D.J.,Pisano,G.and Shuen,A.(1997) "Dynamic Capabilities and Strategic Management,”Strategic Management Journal, Vol.18,No.7,pp509-533