이마바리 해사클러스터 형성에 대한 탐색적 연구: 지역 특징, 문화, 경영철학 관점에서

초록

This study investigates the development background of the Imabari shipowning industry through the lenses of regional distinctions, cultural differences, and management philosophies. The findings reveal that Ehime Prefecture, which has been fragmented into numerous regions since the Edo period, exhibits significant cultural variances among its locality, particularly in the Toyo region, which includes Imabari. The inhabitants of this area possess a merchant's spirit distinct from those of the Minami-yo region, as they tend to accumulate wealth and indulge in hobbies financed by interest accrued from banks. In contrast, individuals from the Minami-yo region demonstrate a propensity for extravagant spending that can deplete their resources overnight. Reciprocal transactions, defined as mutual purchasing between businesses within a trading relationship, serve as a driving force for the operational dynamics of the Imabari maritime cluster. Between 1982 and 2000, approximately 35% of the vessels commissioned by the Imabari shipyards were owned by Imabari shipowners, and Ehime Bank provided an average loan amount of 140.2 billion yen (13%) to local shipowners. The psychological mechanisms underlying the participation of Japanese individuals in reciprocal transactions can be traced back to their ancestral veneration traditions, identified as "kawaii." Case study results indicate that Imabari shipowners generally prefer conservative management, corporate social responsibility, crisis management, and family-operated businesses. Furthermore, it was observed that they internalize the teachings of Murakami’s naval strategists, particularly the principle of "preparing for changes," leading them to invest in defiance of market trends. Consequently, this implies that in the shipping industry, especially during periods of economic boom, aggressive and reckless investments should be avoided, advocating instead for cautious management practices, conservative strategies, and vigilant crisis management.

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