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Case study: Outsourcing enables American startup to enter Japanese funeral services industry

Grossberg, Kenneth Alan - In: Strategy & Leadership 32 (2004) 6, pp. 37-41

American business models have been used as levers to open many industries in Japan to participation by foreign firms …

Persistent link: https://www.econbiz.de/10015016463

How two Japanese high‐tech companies achieved rapid innovation via strategic community networks

Kodama, Mitsuru - In: Strategy & Leadership 33 (2005) 6, pp. 39-47

Purpose – To produce rapid innovation, Japanese companies have learned to manage strategic communities for new product development. These communities require the merging and integration of different technologies and the coordination of relationships among all levels of management, alliance...

Persistent link: https://www.econbiz.de/10015016511

Coal utilization in India and Japan: a narrative‐analysis

Wei Lim, Tai - In: South Asian Journal of Global Business Research 2 (2013) 1, pp. 128-148

Purpose – The purpose of this paper is to construct historical perceptions of coal use in India and Japan in different … use of coal energy in India and Japan. It highlights the communities of stakeholders interested in coal energy resource … narratives of its past and recent coal use, the role and function of coal in the overall energy mix of India and Japan are …

Persistent link: https://www.econbiz.de/10015005809

Role of World Wildlife Fund (WWF) and Marine Stewardship Council (MSC) in seafood eco‐labelling policy in Japan

Gondor, Darek; Morimoto, Hideka - In: Sustainability Accounting, Management and Policy Journal 2 (2011) 2, pp. 214-230

‐labelling in Japan, and the possible roles of two connected non‐governmental organizations (NGOs) – the Marine Stewarship Council … eco‐labels in Japan. …

Persistent link: https://www.econbiz.de/10015005911

Lessons in leadership

In: Management Development Review 10 (1997) 1, pp. 18-19

What does it take to lead a company which is learning to change and changing to learn? Discusses the practices and principles of proven leaders from firms such as PepsiCo, Tata, Toyota and Wal‐Mart.

Persistent link: https://www.econbiz.de/10014936803

Job cutting, Japanese style

In: Management Development Review 10 (1997) 1, pp. 32-34

Spurred by recession, major Japanese corporations have reduced their workforces, introduced merit pay and performance appraisal, abolished promotion on seniority and moved production overseas. These have been unsettling to a culture which prides itself on stability, continuity, group support and...

Persistent link: https://www.econbiz.de/10014936809

Redundant employees who turn up for work every day

In: Management Development Review 10 (1997) 1, pp. 44-45

A company’s “core” workers in Japan can still expect jobs for life, but recession has brought an end to automatic …

Persistent link: https://www.econbiz.de/10014936814

All you need is love

In: Management Development Review 10 (1997) 2, pp. 53-54

“All you need is love” is not only the title of a famous Beatles song but also a guiding principle behind education and training at a multinational retailing chain. This article describes the unusual staff‐development practices employed by Yaohan International Group.

Persistent link: https://www.econbiz.de/10014936818

Toray trains managers to look to the future

In: Management Development Review 10 (1997) 2, pp. 71-72

Companies in declining industries can still be successful, as the experience of Toray of Japan, the world’s largest …

Persistent link: https://www.econbiz.de/10014936825

Japanese trade unions: myth and reality

In: Management Development Review 10 (1997) 5, pp. 162-163

So‐called “enterprise” unions ‐ in which membership is restricted to a company’s employees ‐ predominate in Japan. Some …

Persistent link: https://www.econbiz.de/10014936845