Japan's Network Economy: Structure, Persistence, and Change (review)

Lincoln, Edward J.

doi:10.1353/jjs.2006.0018

Cited by 12 publications

(21 citation statements)

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“…Shacho-kai membership is the most definitive measure of a firm's attachment to a horizontal group (Lincoln and Gerlach 2004). It is, however, conservative, as numerous noncouncil firms were aligned with one group or another via their trade, lending, equity, directorate, and other ties.…”

Section: Measurement Of Variablesmentioning

confidence: 99%

“…Unsurprisingly, then, the keiretsu phenomenon has received close scrutiny from scholars, policy makers, and business practitioners (for a review see Lincoln and Gerlach 2004). A sizable interdisciplinary literature examines, at a macro level, the configuring of the keiretsu as a distinctive industrial organization form (e.g., Caves and Uekusa, 1976), and, at a micro one, their consequences for the behavior and performance of affiliated firns (e.g., Nakatani, 1984).…”

Section: Introductionmentioning

confidence: 99%

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Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Lincoln¹,

Guillot²,

Sargent³

2016

Ind Corp Change

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This paper examines the changing process of strategic alliance formation in the Japanese electronics industry between 1985 and 1998. With data on 123-135 Japanese electronics/electrical machinery makers, we use a dyad panel regression methodology to address a series of hypotheses drawn largely from embeddedness theory on how the firms' horizontal and vertical keiretsu business group affiliations and prior alliance networks supported and constrained partner choice in new R&D (innovation) and nonR&D (implementation) domestic economy alliances. We find that in the first half of our series (1985-91; the "preburst" period) keiretsu served as infrastructure or platform for new strategic alliances that had both innovation and implementation goals. In the second half of our series (1992-98, the "postbubble" period) the keiretsu effects on innovation alliance formation were gone, but the groups' role in nonR&D or implementation alliances, the purpose of which was often cost reduction, had expanded. Our results suggest that Japanese electronics firms over this interval of time adapted rationally to the heightened uncertainty and stringency of the Japanese domestic economic environment by searching outside their preexisting networks for innovation alliances while at the same time exploiting those networks for implementation alliances addressed to cost-reduction and other operational aims. The study speaks to embeddedness theory in showing that economic actors are not deterministically constrained by business group or other preexisting network ties but may in rational fashion exploit or abandon those ties with an eye to advancing corporate and alliance goals.3

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Section: Measurement Of Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Lincoln¹,

Guillot²,

Sargent³

2016

Ind Corp Change

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“…Corporate management, organisation and control are based on a system of formal and informal relations, which include also the institutions and the social environment (Lincoln, Gerlach 2004). Japanese corporations operate in a very specific social and economic context, different from all the Western countries, and different from all other areas of Asia too.…”

Section: Innovation and Creative Imitation Drivers In Japanese Corpormentioning

confidence: 99%

Ouverture de ‘Global Networks and Local Development-2’

Brondoni¹

2013

Symphonya. Emerging Issues in Management

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“…Take the corporate group, which can include either the nexus of wholly-and partially-owned subsidiaries or a wider group of companies that form the keiretsu. What holds both together are crossshareholding, relational supply contracts, and overlapping internal labor markets (Lincoln and Gerlach 2004). Although the network structure of these groups is becoming looser, they also have adopted more coordinated internal labor markets for their managerial and technical employees (Inagami and Whittaker 2005).…”

Section: Modeling Change: Institutions and Normsmentioning

confidence: 99%

Business and Society in Japan and the United States

Jacoby

2005

Br J Industrial Relations

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This essay is an extension of my recent book, The Embedded Corporation:Corporate Governance and Employment Relations in Japan and the United States. It considers some recent differences in Japanese and U.S. internal labor markets to do with decentralization, outsourcing, and intra-firm transfers. Then it elaborates an historical interpretation of how Japanese and U.S. companies are embedded in their societies despite overlap in their corporate structures and management philosophies. The essay closely by speculating on the future of corporate governance and employment relations in Japan and the United States, examining in particular the role of social norms.

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Japan's Network Economy: Structure, Persistence, and Change (review)

Cited by 12 publications

References 0 publications

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Business groups, networks, and embeddedness: innovation and implementation alliances in Japanese electronics, 1985–1998

Ouverture de ‘Global Networks and Local Development-2’

Business and Society in Japan and the United States

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