{"created":"2023-05-15T14:42:07.953210+00:00","id":2272,"links":{},"metadata":{"_buckets":{"deposit":"ff7a8789-1b45-4726-8839-9fdb8585bf18"},"_deposit":{"created_by":3,"id":"2272","owners":[3],"pid":{"revision_id":0,"type":"depid","value":"2272"},"status":"published"},"_oai":{"id":"oai:ksu.repo.nii.ac.jp:00002272","sets":["14:8:112"]},"author_link":["22175"],"control_number":"2272","item_10002_biblio_info_7":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2011-10","bibliographicIssueDateType":"Issued"},"bibliographicPageEnd":"79","bibliographicPageStart":"61","bibliographicVolumeNumber":"19","bibliographic_titles":[{"bibliographic_title":"京都マネジメント・レビュー"}]}]},"item_10002_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"本稿では，日本の家具産業において，ニトリとIKEAが構築してきた競争優位を比較して検討する．日本の家具産業は分業化の進んだ産業であった．だが1990年代以降，ニトリがデザインから生産，販売までを自社で管理するビジネスモデルを構築し，急成長してきた．IKEAは1980年代に一度日本進出を試みたが一旦撤退し，1990年代になって再参入し，大成功を収めている．両社に共通する強みがSPAシステムを取っている事と，低価格で適度な品質の製品を生産・販売する能力と，グローバル戦略を上手く立案・実行している点である．生産方法において，ニトリは生産施設を所有し，ものの作り込みによって低コストで製品を作る努力をしている．IKEAは提携先企業を活用する事で，安く安定した品質の製品を供給しているという違いがある．本研究では，ニトリとIKEAのビジネスモデルをデザイン，生産，物流の3点から比較し，両社のグローバル戦略と競争力の源泉について探る．","subitem_description_type":"Abstract"}]},"item_10002_publisher_8":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"京都産業大学マネジメント研究会"}]},"item_10002_source_id_11":{"attribute_name":"書誌レコードID","attribute_value_mlt":[{"subitem_source_identifier":"AA1167166X","subitem_source_identifier_type":"NCID"}]},"item_10002_source_id_9":{"attribute_name":"ISSN","attribute_value_mlt":[{"subitem_source_identifier":"1347-5304","subitem_source_identifier_type":"PISSN"}]},"item_10002_version_type_20":{"attribute_name":"著者版フラグ","attribute_value_mlt":[{"subitem_version_resource":"http://purl.org/coar/version/c_970fb48d4fbd8a85","subitem_version_type":"VoR"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"井村, 直恵","creatorNameLang":"ja"},{"creatorName":"IMURA, Naoe","creatorNameLang":"en"}],"nameIdentifiers":[{}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_date","date":[{"dateType":"Available","dateValue":"2017-09-30"}],"displaytype":"detail","filename":"KMR_19_61.pdf","filesize":[{"value":"384.4 kB"}],"format":"application/pdf","licensetype":"license_note","mimetype":"application/pdf","url":{"label":"KMR_19_61.pdf","url":"https://ksu.repo.nii.ac.jp/record/2272/files/KMR_19_61.pdf"},"version_id":"22d2774c-de9e-4822-bcf5-3c3decba7975"}]},"item_keyword":{"attribute_name":"キーワード","attribute_value_mlt":[{"subitem_subject":"家具産業","subitem_subject_scheme":"Other"},{"subitem_subject":"ニトリ","subitem_subject_scheme":"Other"},{"subitem_subject":"IKEA","subitem_subject_scheme":"Other"},{"subitem_subject":"グローバル戦略","subitem_subject_scheme":"Other"},{"subitem_subject":"SPA","subitem_subject_scheme":"Other"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"jpn"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_title":"ホーム家具メーカーのグローバル戦略 : ニトリVS.IKEA（ロマノ・ヴルピッタ名誉教授記念号）","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"ホーム家具メーカーのグローバル戦略 : ニトリVS.IKEA（ロマノ・ヴルピッタ名誉教授記念号）","subitem_title_language":"ja"},{"subitem_title":"Global Strategy and Competitiveness in Nitori and IKEA","subitem_title_language":"en"}]},"item_type_id":"10002","owner":"3","path":["112"],"pubdate":{"attribute_name":"PubDate","attribute_value":"2017-09-30"},"publish_date":"2017-09-30","publish_status":"0","recid":"2272","relation_version_is_last":true,"title":["ホーム家具メーカーのグローバル戦略 : ニトリVS.IKEA（ロマノ・ヴルピッタ名誉教授記念号）"],"weko_creator_id":"3","weko_shared_id":-1},"updated":"2023-12-13T02:48:42.826460+00:00"}