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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

‐functional middle managers from a number of business divisions – formed strategic communities inside and outside the companies that …

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