Advertisement

Japanese Firms’ Innovation Strategies in the Twenty-First Century: An Institutional View

  • Robert Eberhart
  • Glenn Hoetker
Chapter
Part of the Innovation, Technology, and Knowledge Management book series (ITKM)

Abstract

The landscape within which Japanese companies innovate stands altered by events of the past two decades. Buffeted and metamorphosed by the forces of a severe asset value decline beginning in 1990, and a decade of economic malaise, followed by a subsequent decade of growth – and now the recent financial crisis – Japanese firms are transforming their innovation strategies because the national institutional framework of those strategies is altered by new economic realities. Even though the basis of the strategies that evolve from the framework, and perhaps the strategies themselves, are changing, Japan is more than maintaining its level of innovation, according to recent data. Even small companies seem to be increasingly part of recent innovation outcomes. So we ask, how is the level maintained given that the strategies that created Japan’s acknowledged industrial innovativeness seem to be transformed by events?

Keywords

Corporate Governance Process Innovation Product Innovation Innovation Strategy Japanese Firm 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Aminian, N., K. Fung, et al. (2007). Foreign Direct Investment, Intra-Regional Trade and Production Sharing in East Asia. RIETI Discussion Paper Series: 43.Google Scholar
  2. Aoki, M. (2001).Toward a comparative institutional analysis. Cambridge, Mass., MIT Press.Google Scholar
  3. Areddy, J. T. (2009). “Optimism Over China’s Green Technology Market” Wall Street Journal.Google Scholar
  4. Chandler, A. D., T. Hikino, et al. (2001). Inventing the Electronic Century: The Epic Story of the Consumer Electronics and Computer Industries. New York, Free Press.Google Scholar
  5. Chesbrough, H. (1999). “The organizational impact of technological change: a comparative theory of national institutional factors”. Industrial and Corporate Change 8(3): 447–485.CrossRefGoogle Scholar
  6. Cowling, K. and P. Tomlinson (2003). The Problem of Regional ‘Hollowing Out’ in Japan. Urban and Regional prosperity in a globalised New Economy. R. Sugden, R. H. Cheng and G. R. Meadows. Cheltenham, Edward Elgar: 33–58.Google Scholar
  7. Dujarric, R. and A. Hagiu (2009). Capitalizing On Innovation: The Case of Japan, Harvard Business School Strategy Unit Working Paper.Google Scholar
  8. Eberhart, R. (2009). Corporate Governance Systems and Firm Value: Empirical Evidence for the Value of Committee Systems with Outside Directors. Shorenstein APARC Working paper Series. Palo Alto, CA, Stanford University: 26.Google Scholar
  9. Edgington, D. (2008). “The Japanese Innovation System: University-Industry Linkages, Small Firms and Regional Technology Clusters”. Prometheus 26(1): 1–19.CrossRefGoogle Scholar
  10. Gordon, W. D. (1999). A Critical Evaluation of Japanese Accounting Changes Since 1997. Japanese Studies. Sheffield, University of Sheffield. MA: 54.Google Scholar
  11. Head, K. and J. Ries (2002). “Offshore Production and Skill Upgrading by Japanese Manufacturing Firms.” Journal of International Economics 58(1): 81–105.CrossRefGoogle Scholar
  12. Hoshi, T. and A. K. Kashyap (1999). “The Japanese Banking Crisis: Where Did It Come from and How Will It End?” Macroeconomics Annual 14: 129–201.CrossRefGoogle Scholar
  13. Imai, K. (2007). The Japanese System from a Neo-Schumpeterian Perspective Elgar Companion to Neo-Schumpeterian Economiocs. H. Hanusch and A. Pyka, Edward Elgar.Google Scholar
  14. J.I.L.P.T (2008). Japanese Working Life Profile 2008/2009 - Labor Statistics, The Japan Institute for Labour Policy and Training.Google Scholar
  15. Kenney, M. and R. Florida (1988). “Beyond Mass Production: Production and the Labor Process in Japan.” Politics Society 16: 121–158.CrossRefGoogle Scholar
  16. Kneller, R. (2007). Bridging Islands: Venture Companies and the Future of Japanese and American Industry, Oxford University Press.Google Scholar
  17. Maswood, S. and H. Miyajima, Eds. (2002). Change and Overhaul in the J-type firm: Stepping back bank-centred governance and increasing role of internal governance. Changes and Continuity in Japan, Curzon Press.Google Scholar
  18. Milhaupt, C. J. and M. D. West (2004). Economic organizations and corporate governance in Japan : the impact of formal and informal rules. Oxford ; New York, Oxford University Press.CrossRefGoogle Scholar
  19. Motohashi, K. (2003). “The Japanese Model: Shifts in Comparative Advantage due to the IT Revolution and Modularization.” Journal of Japanese Trade & Industry(November / December 2003): 30–35.Google Scholar
  20. Nagaoka, S. and K. Flamm (2006). The Chrysanthemum Meets the Eagle: The Coevolution of Innovation Policies in Japan and the United States. 21st Century Innovation Systems for Japan and the United States: Lessons from a Decade of Change, Tokyo, National Academy of Sciences.Google Scholar
  21. Noland, M. (2007). Industrial Policy, Innovation Policy, and Japanese Competitiveness. Washington D.C., Peterson Institute for International Economics: 1–32.Google Scholar
  22. Nonaka, I. and H. Takeuchi (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press.Google Scholar
  23. Nottage, L., European University Institute., et al. (2001). Japanese corporate governance at a crossroads : variation in “varieties of capitalism”? San Domenico (FI), Italy, European University Institute.Google Scholar
  24. Organization, W. H. (2004). “10 Health Questions about the 10.” Retrieved September 21, 2009, 2009, from http://www.euro.who.int/Document/E82865.pdf.
  25. Osono, E., H. Takeuchi, et al. (2008). Extreme Toyota. Hoboken, NJ, John Wiley & Sons.Google Scholar
  26. Pechter, K. (2001). Japanese Innovation Reform in the Light of Past Dialogue: Conceptions of Convergence as Perspectives for Comparative System Assessment. Tokyo, University of Tokyo.Google Scholar
  27. Schaede, U. (2008). Choose and focus : Japanese business strategies for the 21st century. Ithaca, N.Y., Cornell University Press.Google Scholar
  28. Schonberger, R. J. (1982). Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity. New York, Free Press.Google Scholar
  29. Taylor, B. (1999). “Patterns of control within Japanese manufacturing plants in China: doubts about Japanization in Asia.” Journal of Management Studies 36(6): 853–872.CrossRefGoogle Scholar
  30. Vogel, S. K. (2006). Japan remodeled : how government and industry are reforming Japanese capitalism. Ithaca, Cornell University Press.Google Scholar
  31. Yoshimori, M. (2005). “Does Corporate Governance Matter? Why the Corporate Performance of Toyota and Canon is Superior to GM and Xerox.” Journal of Corporate Governance 13(3): 447–457(11).Google Scholar

Copyright information

© Springer Science+Business Media, LLC 2012

Authors and Affiliations

  1. 1.Stanford UniversityStanfordUSA
  2. 2.Department of Management, W.P. Carey School of BusinessArizona State UniversityTempeUSA

Personalised recommendations