協働体経営の形成―工業化初期の鐘紡、武藤山治の役割

• 영문명: The Development of Cooperative System in the Early Stage of Industrialization in Japan - the Role of Sanji Muto of Kanebo -
• 발행기관: 한국경영사학회
• 저자명: 桑原哲也(Tetsuya Kuwahara)
• 간행물 정보: 『경영사연구(경영사학)』제26집 제3호(통권59호), 235~256쪽, 전체 22쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2011.09.30

국문 초록

日本企業の経営への関心は、高度成長期以後高まり、そのテーマは経営理論や経営史の分野で主として取り上げられてきた。その研究が進み、日本企業の経営の後進性や特殊性を主張する見解は少なくなった。その一方で、日本企業の経営の説明は多義的となり、その核心と全体像は見えにくくなってきた。本稿の課題は、近代の日本企業の経営を経営史的に考察し、その核心をとらえることにある。近代における日本企業の歩みにおいて、最初に国際競争力を獲得したのは大規模な紡績企業であった。そして、19世紀後半から1920年代にかけて世界市場を席捲していた、ランカシャー綿業に対して、その地位に取って代わったのは、紡績企業を中核とする綿業であった。本稿はそうした紡績企業においても、もっとも先進的で革新的な経営を行っていた鐘紡の事例を取り上げる。そこでは同社の国際競争力を作り出した経営者、武藤山治の問題解決に焦点があてられる。対象とする時期は、彼が同社の経営を担った、1900年～第1次世界大戦にかけてである。 武藤は、労働者を、工場における付加価値生産の主役として位置付けるとともに、血も涙もある人間的存在としてとらえた。こうした労働観に基づいて、かれらの物的金銭的欲求のみならず、心理的欲求を充足するための投資を続け、能動的で主体的な勤労意欲を引き出すことに成功した。そうした組織能力に基づいて、工場の技術的可能性を高度に実現した。同社は協働体として機能するようになったのである。この経営を基礎に、高付加価値化戦略と海外市場での地位の確立が実現されていった。こうした成果を背景として、武藤の協働のシステムは、 その後の日本の工業化の高度化を通じて継承されていった。 従来、武藤の経営は、家族主義的経営(パターナリズム経営)の代表として考えられてきた。そうした通説的解釈は、労働者は家長に保護され、庇護される、従属的な人間としてとらえられていた。これにたいして、本稿においては、武藤は、労働者を自尊心、責任感をもった、能動的、主体的な存在としてとらえたことを説明した。そうした労働者観のもとに、協働体としての鐘紡は作り出され発展したのである。こうした分析結果は、日本企業の経営の個性についての従来の議論、すなわち日本的経営論の再検討の必要を示唆している。

영문 초록

An interest on Japanese management system has been popular since the Japanese economic miracle days in the 1960s. This theme became major one in the fields of business administration and business and economic history. While the research made in progress using analytical approach backed by an empirical data, its economic logics, socio-psychological universality and historical continuity of the system were clarified, the arguments on its feudalistic backwardness and its particularity still remains. Thus the definitions of Japanese management system are multiple. The system is defined in various ways, and it is difficult to understand the whole picture. This paper aims to ascertain the core of the management system with historical approach. It is well known that the key industry of the prewar Japan was the cotton manufacturing industry. Historical evidences suggest that this was a pioneering industry which established international competitiveness in Japan and dominated the world market of cotton goods before the Second World War. This paper takes up the case of Kanebo (Kanegafuchi Cotton Spinning Company), the largest cotton spinning company in Japan before the War and analyses the role of Sanji Muto in shaping and systematically developing the cooperative system in the early stage of industrialization in Japan. Kanebo acquired many cotton firms during the economic depression after the First Sino-Japanese War, and emerged as a large multi-plant enterprise. This strategy brought on it formidable problems of unstable quality of cotton yarn. In the reality quality of cotton yarn varied among factories within Kanebo. From a manager of Hyogo Factory, Muto was promoted to be the general manager of Kanebo in 1900. He undertook various steps to solving quality problems. As he was deeply involved in this exercise, he discovered the significance of workers’ role which subsequently helped him to improve the product quality. He also understood the necessity of fulfilling the social and psychological needs of the workers to be able to get their cooperative attitude in the work place. Workers were considered as individuals who were internally motivated, subjective and independent. The value of products was created by hands of workers, not by machines. Their contribution was indispensable to attain corporate goal. Based on his unique concept of workers, he took a variety of measures on labor management and invested continuously in workers’ welfare facilities.　The organizational ability was developed through his creative labor management practices, which gradually made Kanebo a cooperative enterprise system. The role of Muto has been elucidated from the viewpoint of problem solving by way of technical rationalization, intention for organizational innovation, process of organizational transformation, transfer of innovation from Hyogo Factory to other factories, and its performance. The historical development of the cooperative system of Muto in Kanebo in the backdrop of management practices in the early phase of industrialization in Japan and its strong influence on the subsequent development of management practices in Japan till date suggest the origin of the successful Japanese management philosophy and practices. Muto’s management system have been so far considered as a representative one of paternalistic management system as a typical Japanese management one. In the paternalism, workers are considered as persons like children and daughters, who were protected by the head of house and obedient to him. Against this ordinal view this paper took a view of workers who were self respective, responsive, independent individuals. Based on this concept of workers, Kanebo was developed into a cooperative system. This analysis raises the question against popular understanding of Japanese management system, and suggests to be reexamined it.

목차

Ⅰ. 序

Ⅱ. 要約と結

키워드

日本的経 営 協働 体 経 営 武藤山治 Japanese Management System Cooperative System Sanji Muto