Keiretsu Networks in the Japanese Economy: A Dyad Analysis of Intercorporate Ties

Lincoln, James R.; Gerlach, Michael L.; Takahashi, Peggy K.

doi:10.2307/2095913

Cited by 234 publications

(124 citation statements)

References 34 publications

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“…Would we find the same patterns for Off-Broadway and experimental theatre where there is less of a focus on creativity through convention-plus-extension than there is for Broadway? While more research is obviously needed before extensions of this research can be made to other contexts and to target levels of Q, it does provide a new avenue of research that follows in the tradition of research on the strength of weak ties and embeddedness, which have been extended from their original sites of job search and organizational behavior to social movements, gender and race studies, mergers and acquisitions, norm formation, price formation, international trade, and other socio-economic phenomena (Montgomery 1998;Rao et al 2001;Lincoln et al 1992;Sacks et al Uzzi 2001;Ingram and Roberts 2000;Uzzi and Lancaster 2004).…”

Section: Bipartite (Affiliation) and Unipartite Small World Networkmentioning

confidence: 99%

Collaboration and Creativity: The Small World Problem

Uzzi¹,

Spiro

2005

American Journal of Sociology

1,440

965

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Section: Bipartite (Affiliation) and Unipartite Small World Networkmentioning

confidence: 99%

Collaboration and Creativity: The Small World Problem

Uzzi¹,

Spiro

2005

American Journal of Sociology

1,440

965

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“…Two main keiretsu firms have been identified (Gerlach, 1992): (1) the vertical manufacturing keiretsu (hereafter vertical keiretsu); and (2) the horizontal keiretsu (yoko keiretsu) also known as financial keiretsu or enterprise groups (kigyo shudan). They differ in organization and function.…”

Section: Vertical and Horizontal Keiretsumentioning

confidence: 99%

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Lincoln¹,

Guillot²,

Sargent³

2016

Ind Corp Change

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This paper examines the changing process of strategic alliance formation in the Japanese electronics industry between 1985 and 1998. With data on 123-135 Japanese electronics/electrical machinery makers, we use a dyad panel regression methodology to address a series of hypotheses drawn largely from embeddedness theory on how the firms' horizontal and vertical keiretsu business group affiliations and prior alliance networks supported and constrained partner choice in new R&D (innovation) and nonR&D (implementation) domestic economy alliances. We find that in the first half of our series (1985-91; the "preburst" period) keiretsu served as infrastructure or platform for new strategic alliances that had both innovation and implementation goals. In the second half of our series (1992-98, the "postbubble" period) the keiretsu effects on innovation alliance formation were gone, but the groups' role in nonR&D or implementation alliances, the purpose of which was often cost reduction, had expanded. Our results suggest that Japanese electronics firms over this interval of time adapted rationally to the heightened uncertainty and stringency of the Japanese domestic economic environment by searching outside their preexisting networks for innovation alliances while at the same time exploiting those networks for implementation alliances addressed to cost-reduction and other operational aims. The study speaks to embeddedness theory in showing that economic actors are not deterministically constrained by business group or other preexisting network ties but may in rational fashion exploit or abandon those ties with an eye to advancing corporate and alliance goals.3

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“…The second regularity concerns reciprocity. A tie is more likely to be directed from one organization to another if the latter organization has directed a tie to the first (Larson 1992;Lincoln, Gerlach, and Takahashi 1992;Uzzi 1996) -an outcome consistent with basic behavioral principles of relational contract enforcement (Fehr, Gächter, and Kirchsteiger 1997). The third regularity concerns the tendency of organizations sharing common partners to be directly connected (Baum, Shipilov, and Rowley 2003;Kogut and Walker 2001;Uzzi 1997).…”

Section: Theoretical Backgroundmentioning

confidence: 80%

Investigating the Temporal Dynamics of Interorganizational Exchange: Patient Transfers among Italian Hospitals

Kitts

Lomi

Mascia

et al. 2017

American Journal of Sociology

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Previous research on interaction behavior among organizations (resource exchange, collaboration, communication) has typically aggregated those behaviors over time as a network of organizational relationships. We instead study structural-temporal patterns in organizational exchange, focusing on the dynamics of reciprocation. Applying this lens to a community of Italian hospitals during the period 2003-2007, we observe two mechanisms of interorganizational reciprocation: organizational embedding and resource dependence. We show how these two mechanisms operate on distinct time frames: Dependence applies to contemporaneous exchange structures, whereas embedding develops through longer-term historical patterns. We also show how these processes operate differently in competitive and noncompetitive contexts, operationalized in terms of market differentiation and geographic space. In noncompetitive contexts, we observe both logics of reciprocation, dependence in the short term and embedding over the long term, developing into population-level generalized exchange. In competitive contexts, we find no reciprocation and instead observe the microfoundations of status hierarchies. INTRODUCTION

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Keiretsu Networks in the Japanese Economy: A Dyad Analysis of Intercorporate Ties

Cited by 234 publications

References 34 publications

Collaboration and Creativity: The Small World Problem

Collaboration and Creativity: The Small World Problem

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Investigating the Temporal Dynamics of Interorganizational Exchange: Patient Transfers among Italian Hospitals

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