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Erschienen in:
Japanese Management in Change: Perspective on the New Japanese-Style Management Kapitel lesen Erstes Kapitel lesen

2015 | OriginalPaper | Buchkapitel

6. Strategy and Interorganizational Relations of Japanese Companies: The Organization-Set Strategy

verfasst von : Isao Akaoka

Erschienen in: Japanese Management in Change

Verlag: Springer Japan

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Abstract

This chapter describes the history of the intensifying function of the market principle and growing interest in corporate profit instead of sociality (employee-orientation) when managing Japanese companies during globalization. It states that today’s Japanese companies began to place importance on interorganizational strategy (organization-set strategy) that deals with the relations with subsidiaries, affiliated companies, and customers in addition to the strategy of each company, including product and market strategy and diversification.

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Vorheriges Kapitel Formation of the New Japanese Style Management Strategy
Nächstes Kapitel Financial Market Globalization and Its Influence on Japanese Firms
Fußnoten
1
A major incident occurred when a huge valuation gain due to the price increase of cross-held shares was used to turn a profit in a period of worsened results without returning it to stockholders. At the same time, the loss of the oppressive feeling in management of the cross holdings was also indicated.
 
Literatur
Abegglen, J. C. (1958). The Japanese Factory, MIT (Translation supervisor Kuniyoshi Urabe), Japanese Management, Diamond.
Ansoff, H. I. (1965). Corporate Strategy, McGraw-Hill.
Chin, Y., & Park, Y. (2009). Understanding corporate revival: Utilization of the social network analysis on the revival of the Panasonic group. Collected Management and Economic Papers of Kyushu International University, 16(1), 1–21.
Evan, W. M. (1966). The organization-set: Toward a theory of interorganizational relations. In J. D. Tompson (Ed.), Approach to organizational design. Pittsburgh: University of Pittsburgh Press.
Ito, M. (2011). Cancellation of Cross Holding Develops Mainly between Banks. Quarterly Research Report of Daiwa Institute of Research, 2011, Spring issue, Vol. 1, pp. 2–29.
Kikutani, T., & Saito, T. (2006). Withdrawal and expansion as business governance – From what business a company should withdraw and to what business a company should expand. Organizational Science, 40(2), 15–26.
Ouchi, W. G. (1981). Theory Z: How American business can meet the Japanese challenge. Reading, MA: Addison-Wesley (Translated by Jiro Tokuyama, Theory Z – study and excel Japan. CBS/Sony Publishing).
Park, Y., & Chen, Y. (2011). Discussion of Japanese-style management: Using Panasonic’s revival as a case. Paper reported in the Korean-Japanese Economic & Management Association, February 11, 2011.
The Japan Federation of Employers’ Association. (1995). Japanese-style Management of the New Age, May 1995.
Metadaten
Titel
Strategy and Interorganizational Relations of Japanese Companies: The Organization-Set Strategy
verfasst von
Isao Akaoka
Copyright-Jahr
2015
Verlag
Springer Japan
Buch
Japanese Management in Change

Print ISBN: 978-4-431-55095-2

Electronic ISBN: 978-4-431-55096-9

Copyright-Jahr: 2015

DOI
https://doi.org/10.1007/978-4-431-55096-9_6