The process of industry exit in the Japanese context: Evidence from the flat panel display industry

Abstract

This research studies industry exit in the Japanese context, by examining the process followed five Japanese flat panel display manufacturers as they de-committed to and later exited from the industry. The five cases examine firms with systematically different exit barriers due to the presence or absence of strategic centrality and vertical integration in each firm. With one exception, all the firms followed multi-staged exit processes involving cooperative arrangements with other industry participants. Firms with middle to high levels of commitment and exit barriers went through more steps in the process than those with the lowest levels of commitment. The effect of top management succession and long-term employment upon the exit process are considered, and the role of cooperative arrangements in reducing exit barriers are discussed.

Do top management performance attribution patterns matter to subsequent organizational outcomes? A two-country study of attribution in economic crisis

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Profiting from collaborative innovation practices: Identifying organizational success factors along the process

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