入山 章栄 (イリヤマ アキエ)

写真a

所属

商学学術院 大学院経営管理研究科

職名

教授

兼担 【 表示 / 非表示

  • 商学学術院   商学部

  • 理工学術院   大学院先進理工学研究科

学位 【 表示 / 非表示

  • 慶応義塾大学   経営学学士

  • 慶応義塾大学大学院   経営学修士

  • ピッツバーグ大学ジョセフ・M・カッツ経営大学院   経営学博士

経歴 【 表示 / 非表示

  • 2008年08月
    -
    2013年08月

    ニューヨーク州立大学バッファロー校スクール・オブ・マネジメント   助教授

  • 1998年04月
    -
    2003年07月

    株式会社三菱総合研究所   研究員

 

研究キーワード 【 表示 / 非表示

  • アントレプレナーシップ

  • 国際経営論

  • 経営戦略論

論文 【 表示 / 非表示

  • Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals

    Akie Iriyama, Rajiv Kishore, Debabrata Talukdar

    STRATEGIC MANAGEMENT JOURNAL   37 ( 10 ) 2152 - 2173  2016年10月  [査読有り]

     概要を見る

    Research summary: We examine why a firm takes specific competitive action in nonmarket and resource-market spaces, particularly when it perceives threats from informal and foreign competitor groups, respectively. We address this question by combining insights from competitive rivalry, strategic groups, and nonmarket strategy literatures in an emerging economy context. Specifically, we theorize how threats from informal and foreign rival firms in an emerging market influence a firm's engagement in corruption activities and its investments in HR training, respectively. We also argue that the likelihoods of such focal firm actions against competitor group threats differ, contingent on the focal firm's market and resource profiles. Results from the empirical analyses, with survey data from the Indian IT industry, provide broad support to our hypotheses.Managerial summary: Based on a World Bank dataset on the Indian IT industry, this study finds that corruption and HR training are pursued by firms in emerging economies as mindful strategies against specific types of rivalsinformal and foreign firm rivals, respectively, and are not pursued simply as culturally-based practices. Multinational companies may need to understand that domestic firms in emerging countries will engage in corruption strategically to reduce their costs and time to market of their products/services. Therefore, multinational firms may need to devise suitable strategies other than corruption to reduce their costs and time to market if they wish to compete with firms in emerging economies for customers who don't care about ethical issues and will buy a cheaper product/service that is delivered quickly. Copyright (c) 2015 John Wiley & Sons, Ltd.

    DOI

  • The Impact of Origins of Reverse Technology Transfer on MNC Home-Country Product Development

    Sean T. Hsu, Akie Iriyama

    Thunderbird International Business Review   58 ( 5 ) 411 - 424  2016年09月  [査読有り]

     概要を見る

    Reverse technology transfer (the transferring of multinational corporation [MNC] subsidiaries’ technological knowledge to their home country) deserves more executive attention since the source of competitive advantage of MNCs resides in their capabilities to leverage knowledge from different units across borders. This article examines three salient “origins” of reverse technology transfer—headquarters, local constituents, and subsidiary research and development (R&amp
    D) activity—and their impact on MNCs’ home-country product development. We argue that reverse technology transfer from subsidiary R&amp
    D activity is more likely to have a positive impact on MNC home-country product development than the other two origins because reverse transfer from local constituents requires high integration cost, and transfer from headquarters adds little technological novelty. We also develop two contingency hypotheses for the latter two origins to increase their likelihood of positive impacts on home-country product development. Using a data set of 1,331 Taiwanese MNCs, our empirical evidence provides two important messages to managers: (1) a subsidiary whose technology mainly relies on its R&amp
    D would be an ideal target for reverse transfer
    and (2) reverse transfer from local constituents and headquarters can be effective when they fit with an appropriate organizational mechanism, such as governance mode and absorptive capacity. © 2016 Wiley Periodicals, Inc.

    DOI

  • Lost in translation or lost in your neighbor’s yard: The moderating role of leverage and protection mechanisms for the MNC subsidiary technology sourcing-performance relationship.

    Iriyama, A

    Journal of International Management   22 ( 1 ) 84 - 99  2016年03月  [査読有り]

     概要を見る

    The MNC subsidiary technology development process involves the interplay among three components; sourcing, leverage and protection. Subsidiaries source technology from headquarters, local collaborators and their own R&D activity. Research has focused on the performance impact of sourcing, but has overlooked how leverage and protection mechanisms contribute to the creation and capture of value from sourced technology. Adopting a configuration-based lens grounded in the resource and knowledge-based perspectives, we conceptualize subsidiary sourcing along two dimensions: organizational boundaries making technology more or less difficult to protect and geographical country boundaries making technology more or less difficult to leverage. When a sourced technology is matched with appropriate leverage or protection mechanisms, subsidiaries are better able to create or capture value. Using a survey panel dataset of 1971 Taiwanese subsidiaries our conjectures were supported. Sourcing from local collaborators which occurs across organizational boundaries was most highly associated with profitability when protection mechanisms were in place, while sourcing from headquarters which occurs across geographical boundaries was most highly associated with profitability when leverage mechanisms were developed. We contribute to the subsidiary technology sourcing and performance management literatures by theorizing how the interplay among components of the technology development process contributes to creating and capturing value. Published by Elsevier Inc.

    DOI

  • Connect the dots, but deliberately: Intrapersonal diversity in function and genre in creative teams

    Iriyama, A

    Proceedings of the Seventy-sixth Annual Meetings of the Academy of Management    2016年  [査読有り]

  • The roles of closure and selloff in corporate restructuring

    Tatsuo Ushijima, Akie Iriyama

    JOURNAL OF THE JAPANESE AND INTERNATIONAL ECONOMIES   38   73 - 92  2015年12月  [査読有り]

     概要を見る

    This paper compares the roles of closure and selloff in corporate restructuring, by examining 749 Japanese firms engaged in these two types of divestment activities in the 1990s and 1146 subsidiaries divested by these firms. For closure, we find that (1) divesting firms tend to be less profitable than non-divesting firm, (2) divested subsidiaries have characteristics suggestive of inefficiencies, and (3) divesting firms' profitability improved after the closure, albeit slowly. The results suggest that firms employ closure mainly to discontinue inefficient operations. For selloff, in contrast, we find that (4) divesting firms are no less profitable than non-divesting firms, (5) divesting firms' profitability did not change but their investment intensity increased substantially around the divestiture, and (6) divested subsidiaries had characteristics of high salability and separability. The results suggest that selloff is used to raise funds for the remaining parts of divesting firm. Overall, our results suggest that closure and selloff play heterogeneous roles in the restructuring of Japanese firms. (C) 2015 Elsevier Inc. All rights reserved.

    DOI

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書籍等出版物 【 表示 / 非表示

  • 世界標準の経営理論30:社会学ベースの制度理論 我々は「常識という幻想」に従うか、活用するか、塗り変えるのか

    入山章栄( 担当: 単著)

    ダイヤモンド社  2017年03月

  • 世界標準の経営理論28:ストラクチャル・ホール理論 境界を超える「H型人材」が、世界を変えていく

    入山章栄( 担当: 単著)

    ダイヤモンド社  2017年01月

  • 世界標準の経営理論27:「弱いつながりの強さ」理論 「スモールワールド」現象は、世界でさらに加速する

    入山章栄( 担当: 単著)

    ダイヤモンド社  2016年12月

  • 世界標準の経営理論26:エンベデッドネス理論 ソーシャル・ネットワークの本質は いまも昔も変わりなし

    入山章栄( 担当: 単著)

    ダイヤモンド社  2016年11月

  • 世界標準の経営理論24:意思決定の理論 意思決定の未来は、「直観」にある

    入山章栄( 担当: 単著)

    ダイヤモンド社  2016年09月

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受賞 【 表示 / 非表示

  • 早稲田大学ティーチングアワード2016春

    2017年01月   早稲田大学  

  • Best paper award nominee in OMT division, 2016 Academy of Management annual conference

    2016年   Academy of Management  

  • Dean’s Discretionary Award

    2010年11月   School of Management, State University of New York at Buffalo,  

  • Nominated for the Haynes Prize for the Most Promising Scholars,

    2010年   Academy of International Business Annual Conference,  

  • Nominated for the Best Conference Papers,

    2008年   Strategic Management Society Annual Meeting  

共同研究・競争的資金等の研究課題 【 表示 / 非表示

  • 日本の都市型スタートアップ企業の立地戦略に関する大規模データ分析による解明

    研究期間:

    2020年04月
    -
    2024年03月
     

     概要を見る

    本研究は、日本の大都市部(主に東京都を想定)における、スタートアップ企業(ベンチャー企業)の立地データを収集し、それを基に大規模な統計解析を行い、その立地パターンや立地の条件・決定要因を解明する。本研究が、世界のスタートアップ企業研究の中でも際立って新しい貢献となるのは、東京の23区レベルよりも細い「丁目・番地レベル」の詳細さで、その立地状況を解析することにある。このように大都市に「偏在」するスタートアップの立地状況を精緻に追った学術研究は世界的にも存在せず、また東京など日本の大都市のスタートアップエコシステム形成への実務的示唆も大きいと考える

  • 複数企業間国際合弁の背景と帰結に関する研究

    研究期間:

    2014年04月
    -
    2017年03月
     

     概要を見る

    本研究は、3社以上の企業が国際間で共同出資して合弁会社を設立する「複数企業間国際合弁(以下、MP-IJV)」が組まれるメカニズムを分析する。具体的にはCoalition理論を応用し、「相対的に力の弱い企業が、潜在的に『2対1』の関係を作り出すために両国パートナーを含めた3社合弁を好む」「このようなMP-IJVでは事後のガバナンス変化が起きやすい」という理論仮説を提示・検証する。東洋経済新報社データベースよりMP-IJVを抽出して統計分析を行った結果、仮説はほぼ支持された。論文は、主要学術誌Global Strategy Journalに投稿され、現在は再提出のため修正中である

講演・口頭発表等 【 表示 / 非表示

  • Competitive actions in non-market and resource market spaces: Impact of informal and foreign competitor threats in emerging markets.

    Iriyama, A, Kishore, R, Talukdar, D

    Academy of Management Annual Conference, 2015,   (Vancouver,)  Academy of Management  

    発表年月: 2015年

  • How do international business assets impact on M&A performance between multinational enterprises?

    Yamanoi, J, Iriyama, A, Makino, S

    Strategic Management Society Annual Meeting, 2014,   (Madrid,)  Strategic Management Society  

    発表年月: 2014年

  • Frequency and directional reversal of equity ownership change in international joint ventures.

    Iriyama, A, Shi, W, Prescott, J

    Academy of Management Annual Conference, 2012,   (Miami, F)  Academy of Management  

    発表年月: 2012年

  • When MNC subsidiary wins profits from technology sourcing? A protection and leverage perspective.

    Hsu, T.-H, Iriyama, A, Prescott, J

    Academy of Management Annual Conference, 2012,   (Boston, MA)  Academy of Management  

    発表年月: 2012年

  • Guest speaker presentation about Japanese business, at Daemen College, Business School.

    Iriyama, A  [招待有り]

    Daemen College, Business School.   (New York)  Daemen College, Business School.  

    発表年月: 2011年

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特定課題研究 【 表示 / 非表示

 

現在担当している科目 【 表示 / 非表示

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委員歴 【 表示 / 非表示

  • 2016年06月
    -
     

    株式会社マクロミル  社外取締役

  • 2015年07月
    -
     

    経済産業省  経済構造審議会2020未来開拓部会部会長代理