| 抄録・内容（英） | In this paper, we analyze why Japanese companies are lagging behind in digital transformation (DX) from the perspective of "Comparative Institutional Analysis", focusing on the unique organizational structure of Japanese companies, the role of the IT department, the decision-making process, the personnel system, and other structures. According to the "Comparative Institutional Analysis," J-type companies (Japan) are "information assimilation type" organizations and tend to take a long time to make decisions because they emphasize "coordination" in the field. Until the early 1990s, J-type companies were dominant in this type of product development, but what is needed for DX development is the "open modular" type, which requires speedy provision of services by making full use of ecosystems that are already available. service provision. However, the IT departments of J-type companies are mainly responsible for the maintenance of internal systems and have been relying on outsourcing for the main part of the development, making it impossible for them to perform "agile development" to provide services in a speedy manner. In order to break out of this situation, it is necessary to set up a specialized DX promotion department with specialists in the IT department and a strong connection to top management, just like the "information heterogeneous" A-type companies (United States). In addition, based on previous research on DX, this paper defines DX as "the transformation of business models using digital technology to create customer-driven value. In the absence of DX experts, it is difficult for companies to be discerning about systems, and they tend to be hesitant to invest in IT from the perspective of the law of equal marginal utility and prospect theory. This is the reason why J-type companies are not serious about investing in DX. From this perspective, we propose that a change in organizational structure is necessary. |
