Organizational Deadweight: Learning From Japan.

Numagami, Tsuyoshi; Karube, Masaru; Kato, Toshihiko

doi:10.5465/amp.2010.55206382

Cited by 11 publications

(10 citation statements)

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“…In Japan in particular, the sales process can be different where decision-making is typically made from the bottom up, so sales agreements have to be reached with each successive hierarchical level (Larsen et al , 2000). In fact, strategic decision-making can often be hindered by a high degree of conservatism within Japanese executives that limits their ability to successfully evaluate and execute key strategic initiatives (Numagami et al , 2010). These authors explain that “long-term employment and rules of seniority may promote too many mediocre workers to middle-management positions”, resulting in a cadre of managers lacking “strategic connoisseurship” (Numagami et al , 2010, p. 28).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Moreover, Japanese executives often exhibit a high degree of conservatism which limits the execution of strategic initiatives. This is attributed to so-called “organizational deadweight” which represents an intra-organizational deterioration seen in characteristics such as an over-emphasis on internal consensus at the expense of customers and competitive advantage, and a shortage of managers with the ability to distinguish between good and bad strategic initiatives (Numagami et al , 2010, p. 25). A GAM orientation can be further hindered by the tendency for Japanese firms to be less culturally sensitive (Voss et al , 2006).…”

Section: Introductionmentioning

confidence: 99%

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Making sense of global key account management (GAM): a case study from Japan

Ellis

Iwasaki

2018

JBIM

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Making sense of global key account management (GAM): a case study from Japan

Ellis

Iwasaki

2018

JBIM

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“…To avoid this locking situation, project leaders involve stakeholders in a process that is independent of decision committees that “consist of myriad actions, negotiations, and micro‐decisions in the effort to create strong networks, leaving few decisions for the official gate and portfolio meetings” (Christiansen & Varnes, , p. 282). This consensus‐building interactive process, also known in industries under the Japanese practice of Nemawashi (Numagami, Karube, & Kato, ), has a twofold impact on the stakeholder management of breakthrough R&D projects. First, it gives time for behind‐the‐scenes coordination in the investment decision‐making process of the R&D project to explain uncertainties diversity to top managers outside the powerful players’ games within large firms’ innovation committees, which are typically chaired by corporate leaders.…”

Section: Theoretical Framework On Internal Randd Stakeholders: Purpose mentioning

confidence: 99%

Breakthrough R&D Stakeholders: The Challenges of Legitimacy in Highly Uncertain Projects

Hooge

Dalmasso

2015

Project Management Journal

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We studied the management of internal R&D stakeholders and their involvement dynamics in breakthrough R&D projects. Building on a longitudinal research partnership with a global car manufacturer since 2005, this research highlights the important dynamics of involvement among internal R&D stakeholders in the engineering development organization. Some stakeholders—who served as experts, innovation design strategists, or internal collaboration strategists—succeeded in involving the individuals needed for the project's progress, sometimes generating an over‐commitment. The success of the rationale of these stakeholders on engineering resource involvement depended on the perceived legitimacy of their owners.

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“…A number of studies [27,38,50,63,68,97] have attempted to examine whether and how Japanese companies have changed over past years in terms of business strategies, organizational structure and corporate governance.…”

Section: Finding 1: Reformulating Strategic Management Principlesmentioning

confidence: 99%

Contemporary trends in Japanese business environment: A review of existing empirical evidence

Blahová

Pálka

Zelený

2014

HSM

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The main purpose of this paper is to identify current trends and practices that have been influencing Japanese business environment and their consequences to corporate world by conducting a review of existing empirical evidence on this topic. An in-depth review of more than 1,600 articles published in high-quality academic journals in the areas of Business Management, Accounting, Social Sciences, Engineering, Economics, Econometrics, Operations Research Management Science, Psychology, Public Administration, Finance and Decision Sciences was pursued following a multiple-step process. Furthermore, the trends were classified into six categories based on their occurrence frequency and described in detail. These trends involve: reformulating strategic management principles, less lifelong employment orientation and change of traditional HRM practices, raising labour force participation, female participation in management and improving education, use of non-financial performance indicators, decomposition of a large organization into smaller units and opening up to outside influence. Each of the categories contained specific practices that interacted with each other, shaping and giving strength to each individual category. Finally, the insights extracted from the literature review were synthesized and directions to future research were provided.

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Organizational Deadweight: Learning From Japan.

Cited by 11 publications

References 0 publications

Making sense of global key account management (GAM): a case study from Japan

Making sense of global key account management (GAM): a case study from Japan

Breakthrough R&D Stakeholders: The Challenges of Legitimacy in Highly Uncertain Projects

Contemporary trends in Japanese business environment: A review of existing empirical evidence

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