Japanese Company''s Innovation Strategies: A Case Study of SONY

• Main Authors: Shui-Chiu Tsai, 蔡水秋
• Other Authors: Hsi-Hsun Tsai
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/96695125686552779124

碩士 === 淡江大學 === 日本研究所碩士在職專班 === 92 === After World War II, the strategy in Japanese enterprises was based on imitation and incremental innovation to compete with western enterprises. The outcome was tremendous, however it still could not surpass the United States whose innovation style not only focuses on incremental innovation but also reinforces dramatic innovation, i.e. the improvement does not implement through sustained concepts but through innovation that utilizes new generation techniques, develops new products and establishes new business models. SONY, the case of current research, was established after World War II. It has become a most famous corporation in the past 60 years and has a high reputation among consumers. SONY not only has the advantages of Japanese traditional organizations but also combines the advantages of western enterprises. SONY has been improving through organization, continuous learning and knowledge accumulation (i.e. Incremental innovation). The difference between SONY and other Japanese enterprises is its dramatic innovation. SONY’s philosophy is 1. Do the things that other people ignore 2. Marmotte spirit. This spirit has become its core competency and acquires organizational ability through a series of learning activities. This spirit supports technique and the product and business model innovation which arises through innovation activities and holds competitive advantages. In order to maintain these competitive advantages, the innovation culture and evolution of organizational competency that indicates destroying sustained innovation through innovation strategy are necessary.