ダイナミック・ケイパビリティとコーポレート・ガバナンス : 両フレームワークの関係性を巡る考察

This paper examines the relationship between the two research frameworks related to long-termsurvival and growth of the firm, dynamic capability and corporate governance. They are common inthat they focus on the strategic change of the firm and the role of the corporate manager. However, onthe other hand, they have many differences in opinion, and especially the way of understanding forthe manager are greatly different, sometimes conflicting (the entrepreneurial actor versus the person tobe controlled). In order to clarify the differences in their views in detail, we examined the augments ofTeece (2009,2016) and Taniguchi and Hachisu (2014). Furthermore, we show that these frameworks,with different viewpoints, can be appropriately positioned as the abilities to deal with Saloner et al(2001) ’s ‘basic problems of organizational design’, coordination problems and incentive problems. Inthis frame, dynamic capability plays a coordination function as an entrepreneurial concept realization,and corporate governance implements incentive design to support the execution of the concept. Then,based on our understanding of these relationships, we point out that the lack of a concrete methodologyto support the realization of entrepreneurial vision is an essential problem of the dynamic capabilityframework (DCF). And, therefore, we insist that DCF should focus on organizing various measures thatwill improve the quality of the vision, such as selection and development of entrepreneurial managersand organizational learning systems to support them