@article{oai:kyukyo.repo.nii.ac.jp:00000345,
 author = {石坂, 庸祐},
 issue = {2},
 journal = {九州共立大学研究紀要 = Study journal of Kyushu Kyoritsu University},
 month = {Mar},
 note = {This paper examines the relationship between the two research frameworks related to long-term
survival and growth of the firm, dynamic capability and corporate governance. They are common in
that they focus on the strategic change of the firm and the role of the corporate manager. However, on
the other hand, they have many differences in opinion, and especially the way of understanding for
the manager are greatly different, sometimes conflicting (the entrepreneurial actor versus the person to
be controlled). In order to clarify the differences in their views in detail, we examined the augments of
Teece (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. In
this 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 methodology
to support the realization of entrepreneurial vision is an essential problem of the dynamic capability
framework (DCF). And, therefore, we insist that DCF should focus on organizing various measures that
will improve the quality of the vision, such as selection and development of entrepreneurial managers
and organizational learning systems to support them.},
 pages = {1--13},
 title = {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},
 volume = {8},
 year = {2018},
 yomi = {イシザカ, ヨウスケ}
}