Japanese companies operating internationally resemble Western multinationals only superficially. They are 'reluctant' because outward economic dependency compels them to venture overseas - into environments where they cannot enjoy the same high degree of control and support that they do in Japan. There is no generally accepted view of Japanese management among writers in Europe and America and yet effective management has been a major factor in the advance of Japanese companies. The different approaches to Japanese management and its basic concepts are discussed here, together with the problems of multinationalization. First published in 1983, this title is part of the Bloomsbury Academic Collections series.

Since the bursting of Japan’s bubble economy, from 1990 onwards, its multinational companies (MNCs) have faced new competitive challenges, and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. Historically, Japanese MNCs learnt from foreign companies, frequently through strategic alliances. After the post-war ‘economic miracle’, Japanese manufacturers in particular converted themselves into MNCs, transferred their home-grown capabilities to overseas subsidiaries, and made an impact on the world economy. But the period after 1990 marked declining Japanese competitiveness, and asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization, and capabilities. It has been argued that the established management practices of Japanese MNCs inhibited adaptation to recent demands of global competition. This volume presents new case evidence on how Japanese MNCs have responded to the new challenges of the global market place, and it provides examples of how they have transformed strategies and competitive capabilities. This book was originally published as a special issue of Asia Pacific Business Review.

As Japanese companies establish overseas production facilities at an ever more repid pace, it is increasingly important for people in the host countries to understand the preconceptions upon which the Japanese approach to industrial relations is based. This book traces the development of Japanese labour law and shows how labour law has been related to the prevailing social, economic and political circumstances.

Brings together research on the spread of Japanese multinational firms around the World. The authors examine how Japanese managers adapt management styles and manufacturing processes to workers in other countries.

Explores the development of Japanese multinational R & D laboratories

Even casual observers will be familiar with the Cherry Blossom or Sakura tress of Japan. When in full bloom the sight is spectacular but it sadly only takes a week until the tree is bare. In a longer cycle of nations and business, we see, unfortunately, a similar pattern for Japanese Multinational Corporations.

The purpose of this book is to highlight how current successful Japanese multinational enterprises (MNEs) and companies have changed their business or business models in the past three decades. Japanese MNEs received a lot of attention from academia and industry during the 1980s and the early 1990s, and their factors for success have been compared with those of Western MNEs. Unfortunately, following the collapse of the “bubble economy” in the early 1990s, international business researchers and practitioners’ attention has turned away from Japan and its MNEs to emerging markets, notably the rapidly growing China. Japanese MNEs have faced the mature domestic economy and also have had to overcome many new challenges in the twenty-first century, such as rapid aging, depopulation, and response to new technologies. Japanese MNEs and companies today are being forced to respond to new business environments never seen in the past. The prerequisites for business activities have significantly changed from those of former Japanese companies and their management practices. Even in such a difficult situation, however, many Japanese MNEs and emerging companies have achieved steady growth and have succeeded by changing their business models. This book provides the reader with new directions for research and lessons by analyzing the challenges of Japanese multinational enterprises and emerging companies. The redirection of attention is expected to have a positive impact on the field of international business study and practice.

International in perspective, this volume provides insights into the important problem of how to transfer Japanese practice to Western countries. It also examines key aspects of Japanese multinationals and discusses how they are developing their global strategies and how they are managing their local workforces. Topics covered include relations with suppliers, governments and competitors, leadership patterns and business philosophy. The impact of Japanese multinationals on the local economies of host countries is a particular focus. The dynamics of strategic alliances, technology transfers and research and development centres are also discussed.

This study aims to connect the changes in the geography of selected countries with the movement of international market forces and the changing world economy. The author explores the worldwide managerial strategy of Japanese multinational companies through their location decisions.