Abstract
Japan has developed its business system by making heavy use of its inherited traditions (Whitley, 1992). Instead of simple-mindedly focusing on such neoclassical concepts as profit, price, cost, and quantity to achieve allocating or accounting efficiency, Japanese companies and the government have strongly emphasized non-allocative or production efficiency, promoting worker participation, long-term relations, cooperative learning, and capability building1 (Leibenstein, 1987; Dore, 1987; Porter, 1990; Ettlinger, 1991). Institutional arrangements2 and various systems were developed to enhance this Japanese heritage, especially by promoting cooperation among economic actors and orchestrating harmonies in industrial, inter-firm and government-business relations, which consequently functioned well to achieve an effective mix of allocative and non-allocative efficiency (Abegglen, 1958; Dore, 1973, 1986; Aoki, 1984; Iwata, 1977; Tsuda, 1984; Imai, 1988a, 1988b; Johnson, 1982; Kitschelt, 1991).
Efficiency is understood as generating a maximum total value of outputs from any given set of inputs (Shepherd, 1997) and is an outcome of a combination of both allocative and non-allocative efficiency. The former is accomplished by allocating resources to maximize the output most effectively achieved by introducing competition and rewarding a winner in a market, and the latter is determined by other factors such as developing group dynamics, soliciting commitment, and stimulating motivational drives
An institutional arrangement is a set of interrelated systems that regulates intersystem relations and the behavior of individuals and organizations in recurrent situations in a society
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Bibliography
Abegglen, J.C. (1958) The Japanese Factory. The Free Press, Glencoe, IL.
Aoki, M. (1984) The Co-Operative Game Theory of the Firm. Clarendon Press, Oxford, UK.
Araki, T. (2005) “Corporate governance reform, labor law developments, and the future of Japan’s practice-dependent stakeholder model.” Japan Labor Review 2(1, January): 26–57.
Asahi Shinbun (Asahi Newspaper) (1993) “Josefuson soshi to handotai o ittaika, Fujitsuken, fukugo soshi kaihatsu ni seiko (Fujitsu Laboratories succeeds in combining Josephson device and semiconductor).” 13 February.
— (1998a) “Kaikaku semarareru Mitsubishi Denki, sengo hatsu no akaji e, risutora okure jakutaika (Mitsubishi Electric pressed for reform, first postwar deficit due to delayed restructuring).” 12 February, morning, p. 11.
— (1998b) “Matsushita-Mitsubishi Denki ga teikei, jisedai handotai o kyodo kaihatsu (Matsushita and Mitsubishi Electric align to jointly develop next-generation semiconductor).” 19 December, morning.
— (1999a) “Hitachi, gyoseki o kaho shusei, kanrishoku no shokyu mo teishi, 30 nenmae no rieki suijun (Hitachi reduces estimated earnings and stops annual salary raise for managers, faces profit rate as low as 30 years ago).” 11 February, morning.
— (1999b) “Hitachi Seisakusho, kon nendo 6,500 nin sakugen, shin shacho ga kaiken (Hitachi plans to reduce 6,500 employees this fiscal year, new president announces).” 26 May, morning.
— (1999c) “Mitsubishi Denki, 14,500 nin sakugen e, akaji bumon wa bunsha ya baikyaku (Mitsubishi Electric reduces 14,500 employees, sections in red are to be separated or sold).” 1 April, morning, p 12.
— (2000) “Toshiba handotai bumon chushin ni 9,000 nin sakugen hoshin, 2002 nendo mokuhyo (Toshiba plans to reduce 9,000 employees by FY2002, mainly in semiconductor division).” 18 March, morning, p. 1.
— (2001a) “12,000 nin ichiji kikyu handotai jigyo de kongetsu gejun kara Toshiba (12,000 employees in semiconductor production temporarily remain home from late this month at Toshiba).” 7 November, morning, p. 8.
— (2001b) “Hitachi 14,700 nin sakugen e, gurupu zentai no 4.3% (Hitachi reduces 14,700 employees, 4.3% of its group).” 1 September, morning, p. 3.
— (2001c) “Toshiba to Sony, LSI kaihatsu de teikei e (Toshiba and Sony to align for LSI development).” 21 May, evening, p. 2.
— (2001d) “Fujitsu 16,000 nin no jinin sakugen e (Fujitsu reduces 16,000 employees).” 20 August, morning, p. 3.
— (2001e) Daiyoryo e kaihatsu ryoku kyoka, teikei zen hoi jidai ni, Toshiba-Matsushita, ekisho togo (Toshiba and Matsushita integrate liquid crystal divisions to strengthen R&D capability for large volume storage, aligning with any capable partner).” 18 October, morning, p. 13.
— (2001f) “Shanai kanpani sei, tenurukatta sogo denki wa bunsha ga jiryu (Slack electronics companies find separation by in-house company system to be recent trend).” 20 October, morning, p. 9.
— (2001g) “Toshiba-Mitsubishi Den, henden haiden bumon o togo e, raishun nimo shin kaisha (Toshiba and Mitsubishi Electric merge transformer and distribution sections, to establish new company next spring).” 19 December, morning, p. 1.
— (2002a) “NEC ga 14,000 nin sakugen, gyoseki ohaba akka de (NEC reduces 14,000 employees due to poor performance).” 8 February, morning, p. 3.
— (2002b) “Handotai no shisutemu LSI—4 sha ga kyodo de seizo kotei kaihatsu (System LSI semiconductor—four companies jointly develop production processes).” 3 April, morning, p. 11.
— (2002c) “Handotai senryaku no kaku ni shisutemu LSI de Hitachi-Mitsubishi Denki jigyo togo (Hitachi and Mitsubishi Electric merge system LSI divisions as key semiconductor strategy).” 19 March, morning, p. 10.
— (2002d) “Ashinami midare roso komatta, ‘kigyonai de kotonaru chingin’ (Unions find difficulty coordinating due to ‘different wage system at each in-house company’).” 8 February, morning, p. 3.
— (2003) “Handotai saihen de mirai ni tane (Planting future seeds by reorganizing the semiconductor industry).” 19 January, morning, p. 7.
Chon, S. (1997) “Destroying the myth of vertical integration in the Japanese electronics industry: Restructuring in the semiconductor manufacturing equipment industry.” Regional Studies 31(1): 25–39.
Daiyamondo (2002) “Hitachi dai jigyo saihen (Hitachi makes drastic reorganization).” 8 June, pp. 42–48.
Dore, R. (1973) British Factory-Japanese Factory: The Origins of National Diversity in Industrial Relations. University of California Press, Berkeley, CA.
— (1986) Flexible Rigidities. Stanford University Press, Stanford, CA.
— (1987) Taking Japan Seriously. Stanford University Press, Stanford, CA.
Ettlinger, N. (1991) “The roots of competitive advantage in California and Japan.” The Annals of the Association of American Geographers 81(3): 391–407.
Fuji Sogo Kenkyusho (Fuji Research Institute Corporation) (1997a) “Waga kuni handotai meka no aratana senryaku tenkai (New strategic development by Japanese semicon-ductor makers).” March. Fuji Sogo Kenkyusho, Tokyo.
— (1997b) “Waga kuni handotai seizo sochi sangyo no doko (Trends in the Japanese semiconductor manufacturing equipment industry).” May. Fuji Sogo Kenkyusho, Tokyo.
Handotai Sangyo Kenkyusho (Semiconductor Industry Research Institute Japan) (2000) “Teigensho: Nihon handotai sangyo no fukkatsu (Proposal: Revival of the Japanese semiconductor industry).” Shinseiki Iinkai (Semiconductor in New Century Committee). March. Handotai Sangyo Kenkyusho, Tokyo.
— (2001) “SoC bijinesu moderu no kento (Examining business models for SoC).” Gijutsu Iinkai (Technology Committee), ATLAS. May. Handotai Sangyo Kenkyusho, Tokyo.
— (2002) “SoC bijinesu moderu no tenkai (Development of business models for SoC).” Gijutsu Iinkai (Technology Committee), ATLAS. June. Handotai Sangyo Kenkyusho, Tokyo.
Handotai Sentan Tekunorojizu (Semiconductor Leading Edge Technologies) (1999) “SELETE 1999.” Annual Report. Handotai Sentan Tekunorojizu, Tokyo.
— (2002) “SELETE seisan gijutsu kenkyubu saishu hokoku (SELETE manufacturing technology research department final report).” 26 March. Handotai Sentan Tekunorojizu, Tokyo.
Imai, K. (1988a) “Network industrial organization in Japan (first part).” Gestion 2000(1): 91–115.
— (1988b) “Network industrial organization in Japan (second part).” Gestion 2000(2): 19–31.
Iwata, R. (1977) Nihonteki Keiei no Hensei Genri (Principles of Japanese Management). Bunshindo, Tokyo.
Jiyu Kokuminsha (2002) Gendai Yogo no Kiso Chishiki 2002 (Encyclopedia of Contemporary Words 2002). Jiyu Kokuminsha, Tokyo.
Johnson, C. (1982) MITI and the Japanese Miracle. Stanford University Press, Stanford, CA.
Kenkyu Sangyo Kyokai (Japan Research Industries Association) (1999) “Sangyo kagaku gijutsu no kiban seibi no arikata ni kansuru chosa kenkyu hokokusho (Research report on how to maintain a basic infrastructure for industrial and scientific technology development).” March. Kikai Shinko Kyokai Keizai Kenkyusho, Tokyo.
Kitschelt, H. (1991) “Industrial governance structures, innovation strategies, and the case of Japan: Sectoral or cross-national comparative analysis?” International Organization 45(4, Autumn): 453–493.
Leibenstein, H. (1987) Inside the Firm: The Inefficiencies of Hierarchy. Harvard University Press, Cambridge, MA.
Nagase, N. (2004) Kaisha-Ho (Company Law). Toyo Keizai Shinposha, Tokyo.
Nihon Denshi Kikai Kogyokai (Electronic Industries Association of Japan) (1999) “Handotai shinjigyo keitai ni kansuru chosa kenkyu hokoku (Research report on new semiconductor business model).” Report by Handotai Iinkai, Handotai Shinjigyo Keitai Chosa Kenkyukai (Semiconductor Committee, New Semiconductor Business Model Survey Research Group). Nihon Denshi Kikai Kogyokai, Tokyo.
Nihon Keizai Shinbun (Nihon Economic Newspaper) (1992a) “Kanrishoku 9,000 nin shokyu enki—Hitachi yakuin hoshu mo katto (9,000 managers face suspension of salary raise—Hitachi cuts top executives’ salaries).” 31 March, morning, p. 1.
— (1992b) “Handotai bumon no jugyoin 60 nin, Hitachi, Hinojiko ni haken (Hitachi’s 60 employees in semiconductor section dispatched to Hino Motors).” 18 June, morning, p. 1.
— (1993a) “Handotai kokusai kyoso no shin kozu (II): Kuzureru kosuto yui, endaka shinko, semaru kankoku (New developments in semiconductor international competition (II): Losing cost advantage, yen appreciation, and Korean catch-up).” 16 June, morning, p. 11.
— (1993b) “Dainibu shiko sakugo to kuno—makikaesuka NEC (4) Rienjiniaringu no kensho (Chapter 2: Trials, errors and struggles—can NEC revive? (4) Examining reengineering).” 15 October, morning, p. 7.
— (1993c) “Genkai mieta genryo keiei (II) Seme no risutora kyumu—‘tettai’ shiya ni minaoshi (Limitations of cost reduction measures (II) Urgent needs for aggressive restructuring—reformulating strategies with ‘withdrawal’).” 12 May, morning, p. 17.
— (1994) “Handotai kaihatsu, nikkan gurupuka senmeini—NEC, Sansei Denshi tono teikei goi kakunin (Conspicuous groupings among Japanese and Korean companies for semiconductor development—NEC and Samsung Electronics confirm cooperation agreement).” 2 March, morning, p. 12.
— (1995) “Jisedai memori, kankoku kigyo ga kakaku shudoken—ryosan de senko nesage kosei (Korean companies lead prices in next-generation memory—early production entry and lower prices).” 10 May, morning, p. 1.
— (1996) “DRAM seisan tettai—Nihon IBM, Bei ni shuyaku, kokunai wa kofukakachihin ni (IBM Japan withdraws from DRAM production—IBM to integrate DRAM production in U.S.; only high value-added goods to be produced in Japan).” 6 April, morning, p. 1.
— (1998a) “Handotai kara Shin Nittetsu tettai, ikinokori kake ‘takakuka’ shuen (Nippon Steel withdraws from semiconductor business for survival: end of diversification).” 29 September, morning, p. 13.
— (1998b) “Hanyo DRAM jigyo, Mitsubishi Denki-Oki Denki tettai e—256M toushi o dannen (Mitsubishi Electric and Oki Electric withdraw from all-purpose DRAM business—giving up on 256M investment).” 17 February, morning, p. 1.
— (1998c) “Sharp, Mitsubishi Denki, handotai no shiyo o toitsu, pin no haichi ya keijo—gyokai hyojun nerau (Sharp and Mitsubishi Electric unify semiconductor specifications for shape and allocation of pins, aim to establish standard).” 15 September, p. 13.
— (1998d) “Hitachi Seisaskusho—Sogogata keiei o bappon kaikaku (5 nengo karute) (Hitachi Corporation—radical reform of all-purpose management (how it looks five years later).” 18 May, p. 47.
— (1998e) “Daiichibu motto mae e (2) Hitachi ga honsha o kaitai suru hi (Chapter 1: Moving further forward (2): The day Hitachi dismantles its parent company).” 16 April, morning, p. 1.
— (1999a) “Fujitsu, risutora oowaku kanryo, hanyo DRAM ryosan kara tettai—joho sabisu jigyo kyoka (Fujitsu completes overall framework for restructuring, with-drawing from all-purpose DRAM mass production—strengthening information service business).” 11 January, morning, p. 13.
— (1999b) “Hitachi, Tonan-A de sentan DRAM, Singaporu kyoten kogaisha-ka—handotai fukken e kosei (Hitachi establishes Singapore subsidiary to produce advanced DRAM in Southeast Asia—action for recovering semiconductor leadership).” 31 March, morning, p. 11.
— (1999c) “NEC, 15,000 nin sakugen—kokunai 9,000 nin, saiken e 3 nen keikaku (NEC reduces 15,000 employees—9,000 in Japan for rebuilding within 3 years).” 20 February, morning, p. 1.
— (1999d) “Matsushita, Toshiba, beisha ga teikei: Memori kado kaihatsu (Matsushita, Toshiba, and U.S. firm align to develop memory card).” 25 August, morning, p. 11.
— (1999e) “Sanyo, Hitachi, Fujitsu ga teikei—keitaidenwa riyo no ongaku haishin (Sanyo, Hitachi, and Fujitsu align to deliver music through mobile telephones).” 9 December, morning, p. 11.
— (2000a) “Matsushita, handotai bumon fukkatsu e—shisutemu LSI ni shojun (Matsushita revives semiconductor division—focusing on system LSI).” 16 February, morning, p. 8.
— (2000b) “Toshiba ga keitai tanmatsu senmon soshiki, kaihatsu kyoka, kenkyusha 250 nin tonyu (Toshiba to develop special organization for mobile terminals, strengthen development, and assign 250 researchers).” 25 August, morning, p. 15.
— (2001a) “DRAM tettai, Toshiba, kokusai saihen tatare ketsudan—doitsusha to togo fuchoni, gyoseki koten mikomezu (Toshiba fails to develop international alliance and decides to withdraw from DRAM—negotiations to integrate with German company and improve future performance bog down).” 19 December, morning, p. 13.
— (2001b) “Toshiba jimae shugi o dannen—kokunai 17,000 nin sakugen, gurupu 25 sha sakugen (Toshiba gives up internal production by eliminating 25 group companies, reducing 17,000 employees).” 28 August, morning, p. 3.
— (2001c) “Fujitsu 4,600 nin sakugen, konki gokei 21,000 nin—tokubetsu sonshitsu 3,500 oku en ni (Fujitsu reduces 4,600 employees, totaling 21,000—special loss of 350 billion yen).” 25 October, morning, p. 11.
— (2001d) “Matsushita-Hitachi ga kaden teikei,’ shiromon’ sogo ni seisan itaku—dejitaru bunya, kyodo de kaihatsu (Matsushita and Hitachi align to mutually produce ‘white goods’—jointly develop digital area).” 21 May, morning, p. 1.
— (2001e) “Dai 3 sedai keitai, Matsushita, NEC teikei happyo—sofuto gijutsusha 5,000 nin kesshu (Matsushita and NEC announce joint development of third generation mobile telephone—allocate 5,000 software engineers).” 22 August, morning, p. 11.
— (2001f) “Sony kanpani-sei saihen—keitai, shuryoku bumon ni kakuage (Sony reorganizes in-house companies—mobile telephone upgraded to main business).” 29 March, morning, p. 11.
— (2001g) “Hitachi kaden jigyo o bunsha e—‘datsu sogo’ no uneri utsusu (Hitachi spins off home appliance business, reflecting movement away from comprehensive production).” 1 October, morning, p. 7.
— (2002a) “NEC 14,000 nin sakugen konki sosu (NEC reduces a total of 14,000 employees this fiscal year).” 1 February, morning, p. 11.
— (2002b) “Hitachi soki taishoku 9,000 nin—Toshiba 8,000 nin, tomo ni yoso kosu (Hitachi and Toshiba have 9,000 and 8,000 early retirees respectively, more than expected).” 9 April, morning, p. 11.
— (2002c) “Dejitaru kaden sofuto toitsu, NEC nado 22 sha kaihatsu—kokusan OS saiyo, kosuto osaeru (22 companies including NEC jointly develop unified digital home appliance software based on Japanese OS to cut costs).” 23 June, morning, p. 1.
— (2002d) “Matsushita, digitaru kaihatsu ryoku kyoka. Gurupu saihen—‘mochikabu kaisha koso’ e zenshin. (Matsushita strengthens digital device development by reorganizing group, advancing holding company concept).” 27 April, morning, p. 11.
Nikkei Sangyo Shinbun (Nikkei Industry Newspaper) (1992) “Fujitsu, shinsotsu saiyo 2/3 ni—raishun 2,400 nin, chutosaiyo mo toketsu (Fujitsu reduces new graduate hiring to 2/3—2,400 employees and no intermediate career employees next spring).” 18 September, p. 31.
— (1993a) “Hitachi, suteppa jigyo kara tettai, nito o owazu shorai ni kakeru—EB sochi kaihatsu ni shuchu (Hitachi to withdraw from stepper business to concentrate on developing EB equipment, a choice for the future).” 10 August, p. 9.
— (1993b) “Genba ni miru—Toshiba LSI Gijutsu Kaihatsu Honbu, ‘deru kugi’ sodateru doryoku (ureru mono tsukuri) (Looking at workplaces—Toshiba LSI Technology Development Divisional Headquarters, making efforts to nurture ‘talent’ to make hit products).” 29 March, p. 8.
— (1994) “Kyosoryoku kaifuku e no chosen sekai shea yuragu Nihon (4) Handotai—memori tayori, Bei ni okure (Challenge to recover competitiveness from shrinking Japanese market share (4) Semiconductors—memory dependence puts industry behind U.S.).” 6 June, p. 2.
— (1995) “R&D saizensen (28) Sony/Beikoku Risachi Rabo—saijyuyo bunya o mora (R&D frontlines (28) Sony/U.S. Research Laboratory to cover most important areas).” 17 January, p. 8.
— (1996) “Mitsubishi Denki shuryoku kojo de 16 mega seisan chushi, memori izon no ayausa yomitoru (Mitsubishi Electric halts 16M production at main factory; sees danger in relying on memory).” 5 June, p. 28.
— (1997a) “1 giga DRAM kaihatsu, Toshiba, 4 sha taisei o henko—johokaiji no ninshiki ni zure (Toshiba changed four-company alliance for 1 gigabit DRAM development: Discrepancies in approaches to information disclosure).” 14 August, p. 8.
— (1997b) “Sugao no Toshiba (3) Baransu keiei no handotai—RISC bankai kyumu (sogo denki no kuno) (True face of Toshiba (3): Semiconductor business with balanced revenue—need for quick recovery in RISC (agony of general electric companies)).” 2 April, p. 10.
— (1997c) “Matsushita ga shanai bunsha seido, eakon nado 4 tsu ni shuyaku (Matsushita introduces in-house company system and divides into four companies including air conditioner unit).” 13 January, p. 9.
— (1998a) “Dai 2 sho, mokeru shikumi kuto suru Nihon kigyo (11) Toshiba (II) Soshiki no ishiki kaikaku (Chapter 2: Japanese companies, struggling to find profitmaking mechanisms (11): Toshiba (II) Changes in organizational consciousness).” 16 December, p. 32.
— (1998b) “LSI seihin kaihatsu to seizo bumon o togo, Fujitsu (Fujitsu to integrate LSI product development and manufacturing).” 7 July, p. 31.
— (1998c) “Sony-Fujitsu, jisedai handotai de teikei—tasha no saihen ni eikyo mo (Sony and Fujitsu to align for next-generation semiconductor, possibly influencing other companies’ alliances).” 26 January, p. 9.
— (1998d) “2,500 okuen renketsu saishu akaji—dongyu Hitachi okureta kaikaku (250 billion yen final consolidated deficit—slowpoke Hitachi, late for reform).” 4 September, p. 1.
— (1999) “Matsushita koshueki fukkatsu e no chosen (I) Renketsu besu de sentaku to shuchu—Matsushita Denshi o kaitai (Matsushita’s attempt at high profit rate recovery by selection and concentration, based on consolidated accounting—dissolving Matsushita Electronics).” 24 February, p. 8.
— (2000a) “Dai 8 bu, konmei suru sochi sangyo (4) Keiretsu meka shonenba (shirikon indasutori no miraizu) (Chapter 8: Bewildered semiconductor equipment industry (4): keiretsu makers face crucial period).” 24 February, p. 8.
— (2000b) “Dai 7 bu, Nihon fukkatsu no shinario (10) Mitsubishi Den (II) (sirikon indasutori no miraizu) owari (Chapter 7: Scenario for Japanese recovery (10): Mitsubishi Electric (II)—future map of the silicon industry—conclusion).” 15 February, p. 9.
— (2000c) “Toshiba no handotai kanpani, kaihatsu bumon nimo koritsuka no nami—IT katsuyo, sekkei nado rinki ohen ni (Toshiba semiconductor company, wave of rationalization even in R&D section: Flexible design making use of IT).” 14 April, p. 7.
— (2000d) “NEC kanpanisei shido—Nishigaki kaikaku, tsugi wa gurupu (NEC starts in-house company system: Nishigaki reform, the group is next).” 4 April, p. 36.
— (2001) “Nishigaki kaikaku dai 2 maku, NEC kuju no ketsudan (I) jinin sakugen kieta seiiki—kojo tohaigo ni nayamu (Second Nishigaki reform, NEC makes difficult decision (I): Employee reductions, a disappearing sanctuary, facing factory mergers and closures).” 6 August, p. 5.
— (2002a) “Mitsubishi Denki, gurupu shain 2,100 nin sakugen—konki eigyo akaji ni tenraku (Mitsubishi Electric reduces 2,100 employees within group, falls into deficit this term).” 1 March, p. 8.
— (2002b) “Mezase ‘joho no NEC,’ handotai jigyo o bunsha—soryushon suishin (Aiming to be the ‘NEC of information’ by making semiconductor business independent: Promoting solutions).” 17 May, p. 3.
— (2002c) “NEC-Toshiba jisei zairyo, kako yoi ni—MRAM kyodo kaihatsu (NEC and Toshiba jointly develop MRAM, including magnetic materials for easier processing).” 18 September, p. 3.
— (2002d) “Dai 3 sedai keitai, Toshiba-Mitsubishi ga teikei—kyodo kaihatsu, 2004 nen ni shohinka (Toshiba and Mitsubishi align to jointly develop third-generation mobile telephone to be marketed in 2004).” 14 March, p. 5.
Nishimura, Y. (1996) Handotai Sangyo no Yukue (Future Directions in the Development of the Semiconductor Industry). Maruzen Publishing Co., Tokyo.
Okada, Y. (1989) “Technological development and growth of Japanese integrated circuit firms: An exploratory study.” Working Paper at the Center for Japan-U.S. Relations, International University of Japan, Niigata, Japan.
— (2000) Competitive-cum-Cooperative Interfirm Relations and Dynamics in the Japanese Semiconductor Industry. Springer-Verlag, Tokyo.
Porter, M.E. (1990) The Competitive Advantage of Nations. The Free Press, New York.
Press Journal (1993–2002) Nihon Handotai Nenkan (Japan Semiconductor Yearbook). Press Journal, Tokyo.
Shepherd, W.G. (1997) The Economics of Industrial Organization. Prentice-Hall, NJ.
Spencer, W.J. and Grindley, P. (1993) “SEMATECH after five years: High-technology consortia and US competitiveness.” California Management Review 35(4): 9–32.
Tsuda, M. (1984) Nihonteki Keiei no Daiza (Base of Japanese Management). Chuokeizaisha, Tokyo.
Whitley, R. (1992) Business Systems in East Asia: Firms, Markets and Societies. Sage Publications, London.
Yoshikawa, M. (Ed.) (2002) Kaisha Bunkatsu no Senryaku Katsuyo: Homu, Kaikei, Zeimu no Subete (Strategies of Company Separation: All about Legal, Accounting, and Tax Procedures). Zaimu Shohosha, Tokyo.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2006 Yoshitaka Okada
About this chapter
Cite this chapter
Okada, Y. (2006). Institutional Changes and Corporate Strategies for Survival in the Japanese Semiconductor Industry. In: Okada, Y. (eds) Struggles for Survival. Springer, Tokyo. https://doi.org/10.1007/4-431-28916-X_4
Download citation
DOI: https://doi.org/10.1007/4-431-28916-X_4
Publisher Name: Springer, Tokyo
Print ISBN: 978-4-431-28874-9
Online ISBN: 978-4-431-28916-6
eBook Packages: Business and EconomicsEconomics and Finance (R0)