Interpenetration of organization and market

Imai, Kyoichi; Itami, Hiroyuki

doi:10.1016/0167-7187(84)90001-8

Cited by 172 publications

(19 citation statements)

References 2 publications

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“…Thus, internal labor markets are supportive of exploitative and incremental innovations. Japanese firms have been known for their prowess in producing process innovation rather than product innovation, and in adapting and improving on existing technology rather than creating new technology (Imai & Itami, 1984;Mansfield, 1988). The famous practices of just-in-time delivery, quality circles, and job rotations demonstrate Japanese focus on incremental improvement in their knowledge creation systems.…”

Section: Emphasis On Exploitative Innovationsmentioning

confidence: 99%

Corporate governance systems: Effects of capital and labor market congruency on corporate innovation and global competitiveness

Hoskisson

Yiu

Kim

2004

The Journal of High Technology Management Research

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Drawing on institutional economics, this article addresses how institutional congruence between capital and labor markets influences corporate governance systems, which, in turn, create differences in national corporate innovation and entrepreneurship systems and subsequently global competitiveness. We argue that such institutional congruence cultivates two ideal corporate governance systems. The first ideal type is the market-based system with transactional capital and external labor markets. This corporate governance system facilitates more explorative and revolutionary innovations. The second ideal type is the relationship-based governance system with relational capital and internal labor markets. This system facilitates more exploitative and evolutionary innovations. We wrap up by discussing how institutional adjustments are being pursued for each governance system because each type has advantages and disadvantages that require adjustments. Finally, we present implications that our congruence model suggests for global competitiveness, high-tech management, and public policy regarding national innovations systems.

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Section: Emphasis On Exploitative Innovationsmentioning

confidence: 99%

Corporate governance systems: Effects of capital and labor market congruency on corporate innovation and global competitiveness

Hoskisson

Yiu

Kim

2004

The Journal of High Technology Management Research

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“…These facilitate the process of knowledge accumulation. Trustworthy relationships, which are necessary for tacit knowledge exchanges, are more difficult to achieve in the market [38]. Furthermore, the obstacles to transfer knowledge increase more than proportionately as its tacitness and complexity do.…”

Section: B Development Of the Hypotheses About The Nature Of Knowledmentioning

confidence: 99%

The Nature of Knowledge and Decisions on Activity Sourcing: An Innovation Model

Cano

Pérez‐Bustamante

2006

2006 Technology Management for the Global Future - PICMET 2006 Conference

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The main drivers for R&D collaboration uncovered by the economic literature are the access to external cognitive capabilities and costs. Very seldom the nature of knowledge has been considered a determining factor for activity externalisation. This paper analyses the role of the nature of knowledge in the locus of innovation. Then, a knowledge management model for the internalisation of innovative activities is developed. The model proposed allows executives to summarize their strategic reflection about innovation, leading to a more coherent decision making process.The research is implemented to the innovative activities performed by Spanish firms in the agro-chemical industry. The empirical evidence supports the existence of a positive incidence of tacit knowledge on the internal performance of an activity; though it is altered by the existence of capable suppliers to perform an activity. This economic sector also allows us to implement the model and categorize the firms operating in the Spanish agrochemical sector according to their behaviour in the innovation spiral. JELcode(s). L65 032.

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“…The same factors that boosted the status of headquarters HR units also made for weaker finance departments. Because corporate divisions were closely related in terms of technology and markets, and because of long‐term employment and managerial rotation, senior Japanese executives tended to be well rounded and did not depend heavily on financial criteria for decision‐making (Imai and Itami 1984). Also, corporations were not seen as existing solely for the benefit of shareholders but instead were viewed more like communities run by a board of insiders who balance the interests of various stakeholders.…”

Section: The Senior Hr Executive In Japan: the Way It Wasmentioning

confidence: 99%

The Role of the Senior HR Executive in Japan and the United States: Employment Relations, Corporate Governance, and Values

Jacoby

Nason

Saguchi

2005

Industrial Relations

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Based on an original survey of senior human resources (HR) executives, this paper provides empirical data for a comparison of HR management structures and practices in Japan and the United States. In both countries, the headquarters HR function has shrunk and employment decisions have become more decentralized in recent years. However, because the pace of change has been more rapid in the United States, the gap with Japan has widened. Significant differences persist in other areas, such as the HR executive's role in strategic decisions, perceived power of the HR function, executive values, and the consequences of these values for organizational outcomes and corporate governance.

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Interpenetration of organization and market

Cited by 172 publications

References 2 publications

Corporate governance systems: Effects of capital and labor market congruency on corporate innovation and global competitiveness

Corporate governance systems: Effects of capital and labor market congruency on corporate innovation and global competitiveness

The Nature of Knowledge and Decisions on Activity Sourcing: An Innovation Model

The Role of the Senior HR Executive in Japan and the United States: Employment Relations, Corporate Governance, and Values

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