Japanese post-industrial management: the cases of Asics and Mizuno

Abstract

This study provides an examination of two Japanese sporting goods corporations, Asics and Mizuno, to uncover the ways in which the traditional forms of Japanese management have been modified to fit within a post-industrial, global context. Our findings reveal a strong link between the cultural context of the firms and their managerial approach. However, the impact of traditional Japanese values is tempered by the existence of both firms in a global industry that have led to western values and practices becoming increasingly influential. This hybrid approach is contrasted with the explicitly marketing-oriented stance of western firms in the industry, most notably exemplified by industry leader Nike.

Corporate social responsibility penetration, explicitness, and symbolic communication practices in Asia: A national business system exploration of leading firms in sustainability

“…Among Asian countries, Japan is the one that most has shown a closeness to a Western business logic (Ohmae, 2002) and understanding of CSR (Fukukawa & Moon, 2004). Some examples of this are a shift from a seniority-based system to one based on merit, an increased emphasis on marketing and branding, the globalization of production and distribution, initiatives that contribute directly both to the welfare of the community and to cost savings and/or sales (Brucksch & Grünschloß, 2009), and pressures to exhibit CSR (Kobayashi, Amis, Irwin, & Southall, 2010). In a more specifically communicative perspective, the mission statements of Japanese companies incorporate fundamental elements that are typical of the Western idea of CSR, reporting strong commitments to the immediate community in which they operate and to society in general, in terms of stable employment, environmentally friendly production processes, products oriented to the customer, and services and product safety (Sharma, 2013).…”

Globalization, creative alliance and self-Orientalism: Negotiating Japanese identity within Asics global advertising production

“…In the words of the Communication Manager (CM) at Asics Europe, "Asics, if you compare to Nike and Adidas, today, they (Asics Headquarters) are still very much product-driven instead of marketing-driven, that's what we saw our competitors starting already quite some years ago, if not ten or fifteen years ago" (personal communication, 15 July 2010). Consequently, the revival of Onitsuka Tiger marked a turning point in the parent-subsidiary relationship because its popularity, driven by Western consumption for fashion and lifestyle, pragmatically contradicted the corporate traditions of the Japanese headquarters which focused on the functionality of athletic and sporting products (Kobayashi et al, 2010). ...from an agency point of view, part of the challenge is articulating the ideas at an early stage.…”

“…Specifically, the retro fashion trends coincided with the rising popularity of Japanese popular culture, collectively offering a rare opportunity for Asics to reproduce the original models of Onitsuka Tiger sneakers in the fashion-conscious markets of Europe. Subsequently, Onitsuka Tiger was officially re-established as a lifestyle brand in 2002 (Kobayashi et al, 2010). A key moment for the burst of Onitsuka Tiger’s popularity came from Hollywood in 2003 when the Quentin Tarantino-directed movie Kill Bill featured the main character wearing iconic Onitsuka Tiger sneakers.…”

“…The Japanese personality that she emphasizes and embodies here refers specifically to modesty, honesty and humbleness that speaks less about itself in marketing and advertising (Kobayashi et al, 2010). Similarly, the CD at Amsterdam Worldwide highlights the importance of honesty in representing Japanese culture by acknowledging its hybrid nature:you can’t look at Japanese culture without accepting there’s a lot of influences from different parts.…”

Globalization, corporate nationalism and Japanese cultural intermediaries: Representation ofbukatsuthrough Nike advertising at the global–local nexus

“…When Nike Japan was established in 1981, they had already cemented business relationships with Japanese schools and sporting organizations. Kobayashi et al (2010) also argue that there are differences in Japanese and American consumers’ tastes and preferences that provide an ongoing challenge to Nike at the global–local nexus in Japan.…”