Advertisement

Japanese management and the climate of the time

  • Masaaki KotabeEmail author
Perspective
  • 19 Downloads

Abstract

Management practices and orientation need to change when the climate of the time in which firms operate change. In the 1980s–early 1990s when the world enjoyed a broad economic growth on a global scale, Japanese management practices were once admired in awe around the world. Since the Japanese economy began to slip into a decade-long recessionary environment in the late 1990s, many Japanese firms experienced profit losses and the world’s admiration of Japanese management began to wane. This article explores how and why, and offers broader implications to management practices in general.

Keywords

Climate of the time Management practices Global sourcing Japan the United States 

Notes

References

  1. Barnard, C. I. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.Google Scholar
  2. Cutts, R. L. (1990). Power from the ground up: Japan’s land bubble. Harvard Business Review, 90(May-June), 164–172.Google Scholar
  3. Dyer, J. H. (1996). Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal, 17(4), 271–291.CrossRefGoogle Scholar
  4. Fortune (1993). “DINOSAURS? They were a trio of the biggest, most fearsome companies on earth. Here’s how earnest executives managed them into historic decline,” May 3.Google Scholar
  5. Hall, E. T. (1976). Beyond culture. Garden City, NY: Anchor Press.Google Scholar
  6. Hauser, J. R., & Clausing, D. (1988). The house of quality. Harvard Business Review, 66(May/June), 63–73.Google Scholar
  7. Hayek, F. A. (1945). The use of knowledge in society. American Economic Review, 35(4), 519–530.Google Scholar
  8. Heide, J. B. (1994). Interorganizational governance in marketing channels. Journal of Marketing, 52(1), 71–85.CrossRefGoogle Scholar
  9. Hiromoto, T. (1988). Another hidden edge—Japanese management accounting. Harvard Business Review, 66(July/August), 22–26.Google Scholar
  10. Imai, M. (1986). Kaizen: The key to Japan’s competitive success. New York: McGraw-Hill.Google Scholar
  11. Kachaner, N. & Whybrew, A. (2014). “When ‘Asset Light’ is Right,” Boston Consulting Group. Retrieved from https://www.bcg.com/publications/2014/business-model-innovation-growth-asset-light-is-right.aspx.
  12. Kagono, T., Nonaka, I., Sakakibara, K., & Okumura, A. (1985). Strategic vs. evolutionary management: A U.S.-Japan comparison of strategy and organization. Amsterdam: North-Holland.Google Scholar
  13. Katsikeas, C. S., Morgan, N. A., Leonidou, L. C., Tomas, G., & Hult, M. (2016). Assessing performance outcomes in marketing. Journal of Marketing, 80(2), 1–20.CrossRefGoogle Scholar
  14. Kotabe, M. (1990). Corporate product policy and innovative behavior of European and Japanese multinationals: An empirical investigation. Journal of Marketing, 54(April), 19–33.CrossRefGoogle Scholar
  15. Kotabe, M. (1992). Global sourcing strategy: R&D, manufacturing, and marketing interfaces. New York: Quorum Books.Google Scholar
  16. Kotabe, M., & Mol, M. J. (2009). Outsourcing and financial performance: A negative curvilinear relationship. Journal of Purchasing and Supply Management, 15(4), 205–213.CrossRefGoogle Scholar
  17. Kotabe, M., Mol, M. J., & Ketkar, S. (2008). An evolutionary stage model of outsourcing and competence destruction: A triad comparison of the consumer electronics industry. Management International Review, 48(1), 65–93.CrossRefGoogle Scholar
  18. Kotabe, M., Mol, M. J., Murray, J. Y., & Parente, R. (2012). Outsourcing and its implications for market success: Negative curvilinearity, firm resources, and competition. Journal of the Academy of Marketing Science, 40(March), 329–346.CrossRefGoogle Scholar
  19. Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill.Google Scholar
  20. Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York, NY: Oxford University Press.Google Scholar
  21. Ohno, T. (1988). Toyota production system: Beyond large-scale production. Cambridge, MA: Productivity Press.Google Scholar
  22. Ouchi, W. G. (1981). Theory Z: How American business can meet the Japanese challenge. Reading, MA: Addison-Wesley.Google Scholar
  23. Pascale, R. T., & Athos, A. G. (1982). The art of Japanese management. Harmondsworth, Middlesex: Penguin Books.Google Scholar
  24. Takeishi, A. (2001). Bridging inter-and intra-firm boundaries: Management of supplier involvement in automobile product development. Strategic Management Journal, 22(5), 403–433.CrossRefGoogle Scholar
  25. Usui, T., Kotabe, M., & Murray, J. Y. (2017). A dynamic process of building global supply chain competence by new ventures: The case of Uniqlo. Journal of International Marketing, 25(3), 1–20.CrossRefGoogle Scholar
  26. Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35–67.CrossRefGoogle Scholar
  27. Vogel, E. F. (1979). Japan as number one: Lessons for America. Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
  28. Williamson, O. E. (1985). The economic institutions of capitalism. New York, NY: Free Press.Google Scholar

Copyright information

© Springer Nature Limited 2019

Authors and Affiliations

  1. 1.The Fox School of BusinessTemple UniversityPhiladelphiaUSA

Personalised recommendations