Japanese management at a crossroads? The changing role of China in the transformation of corporate Japan

Horn, Sierk A.; Cross, Adam R.

doi:10.1080/13602380802667221

Cited by 15 publications

(12 citation statements)

References 41 publications

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“…They have complemented their traditional production portfolio (that is, labour-intensive assembly) with market-seeking investments, and there is a notable shift taking place towards more capitalintensive and knowledge-intensive production in emerging countries, directed towards servicing both local and export markets. China already plays an integral role in the regional and global strategies of Japanese firms Horn and Cross, 2009). However, India has only recently become an important location for corporate Japan.…”

Section: Discussionmentioning

confidence: 99%

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

2010

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To inform understanding of the internationalisation of Japanese firms to emerging markets, this study assesses the expansion of the Japanese automobile industry to India along three key dimensions: (i) internationalisation strategy; (ii) corporate agglomeration; and (iii) marketing strategy. We find that majorityowned joint ventures (JVs) and wholly owned subsidiaries are more frequently associated with more recent investment projects relative to minority JVs. We also observe four centres that have emerged on an industry level, suggesting that what constitutes an 'agglomeration' in emerging markets may involve a wider geographic area and more numerous business clusters than is typically the case for Japanese investment in other contexts. Finally, we note that Japanese firms have substantially extended their marketing repertoire in India.

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Section: Discussionmentioning

confidence: 99%

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

2010

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“…While flexibly adjusting their international marketing repertoire to the local rules of engagement, they are at the same time pragmatic and realistic in managing the dynamics of these needs. In contrast to emerged markets such as China, with its large and quantifiable premium segment (Horn & Cross, ), India's socioeconomic disparity influences the marketing realities of Japanese firms. “Premium” and “bottom of pyramid” market strategies are two diverging poles of a viable Japanese engagement with Indian customers.…”

Section: Discussionmentioning

confidence: 99%

Subsidiary Capacity Building in Emerging Markets: How Japanese MNEs Sequence Market Entry and Development Strategies in India

Horn¹

2015

Thunderbird International Business Review

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This paper asks the pragmatic question of how and to what extent fi rms build subsidiary competitiveness over time. By merging international business and international marketing theory, we integrate the unconnected discourses on market entry, development, product sequencing, and diffusion. The context of our research questions is marketing and entry strategies of four Japanese fi rms in India. All have had to learn the sequencing of both entry and product diversifi cation. While strategies vary between the fi rms, the cases exhibit that entry and product diversifi cation decisions are interlinked. Market entry confi gurations are central for developing market-led solutions in large emerging markets. This study offers insights into how Japanese MNEs build subsidiary competitiveness when faced with the early stages of the Indian consumer market take-off. Second, through the integration of international business and international marketing theory, we fi nd that new product performance and international diversifi cation interact in specifi c ways, and this contributes to future theoretical developments.

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“…Recent research on Japanese companies has tended to concentrate on internationalization motives and strategies [13,28,29,31,44,47,53,57,71,90,95,96,102].…”

Section: Finding 6: Opening Up To Outside Influencementioning

confidence: 99%

“…At the same time, the interest of Western researchers also seemed to have shifted away from Japanese management. Lifetime employment, the seniority system, and group-oriented decision-making have been strongly criticized as holding Japanese companies back for a long time [6,32,38,44,50,55,63,[77][78][79][80]84].…”

Section: Introductionmentioning

confidence: 99%

Contemporary trends in Japanese business environment: A review of existing empirical evidence

Blahová

Pálka

Zelený

2014

HSM

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The main purpose of this paper is to identify current trends and practices that have been influencing Japanese business environment and their consequences to corporate world by conducting a review of existing empirical evidence on this topic. An in-depth review of more than 1,600 articles published in high-quality academic journals in the areas of Business Management, Accounting, Social Sciences, Engineering, Economics, Econometrics, Operations Research Management Science, Psychology, Public Administration, Finance and Decision Sciences was pursued following a multiple-step process. Furthermore, the trends were classified into six categories based on their occurrence frequency and described in detail. These trends involve: reformulating strategic management principles, less lifelong employment orientation and change of traditional HRM practices, raising labour force participation, female participation in management and improving education, use of non-financial performance indicators, decomposition of a large organization into smaller units and opening up to outside influence. Each of the categories contained specific practices that interacted with each other, shaping and giving strength to each individual category. Finally, the insights extracted from the literature review were synthesized and directions to future research were provided.

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Japanese management at a crossroads? The changing role of China in the transformation of corporate Japan

Cited by 15 publications

References 41 publications

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

Subsidiary Capacity Building in Emerging Markets: How Japanese MNEs Sequence Market Entry and Development Strategies in India

Contemporary trends in Japanese business environment: A review of existing empirical evidence

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