The effects of the keiretsu on the export performance of Japanese companies: help or hindrance?

Hundley, Greg; Jacobson, Carol K.

doi:10.1002/(sici)1097-0266(199810)19:10<927::aid-smj989>3.0.co;2-1

Cited by 65 publications

(40 citation statements)

References 17 publications

(11 reference statements)

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“…First, consistent with a great deal of prior research regarding keiretsu (e.g. Hundley & Jacobson, 1998;Kim, Hoskisson, & Wan, 2004;Lincoln et al, 1996;Weinstein & Yafeh, 1998) we only considered the traditional (horizontal) keiretsu. We tested our models with the addition of vertical keiretsu and found our results unchanged.…”

Section: Discussionmentioning

confidence: 99%

The influence of firm, industry and network on the corporate social performance of Japanese firms

O’Shaughnessy

Gedajlovic

Reinmoeller

2007

Asia Pacific J Manage

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We develop and test the thesis that corporate social performance (CSP) constitutes a socially constructed and shared strategic asset, which is not only influenced by factors specific to a firm, but also by the social performance of firms in its industry and inter-corporate network. Using variance decomposition, we analyze data from 130 large Japanese firms and find that both firm-specific and industrylevel factors account for significant variance in CSP, but network-level factors do not.Keywords Corporate social performance . Japan . Variance decomposition . Keiretsu . Networks . Industry-effects . Resource based view Over the past two decades, corporate social performance (CSP) has been the focus of significant attention from policy makers and the public at large and much theorizing and empirical investigation from the academic community. Wood (1991) defines CSP as the responsiveness a firm has towards its stakeholders. Similarly, Hillman and Keim (2001) consider CSP to combine a firm's attention to the needs of its stakeholders with its efforts to address social issues. Research has shown that firms exhibiting stronger CSP may gain advantages in attracting consumers (Brown & Asia Pacific J Manage (2007) 24:283-303

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Section: Discussionmentioning

confidence: 99%

The influence of firm, industry and network on the corporate social performance of Japanese firms

O’Shaughnessy

Gedajlovic

Reinmoeller

2007

Asia Pacific J Manage

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“…The literature suggests three reasons for a less pronounced international orientation amongst BG affiliates relative to non-affiliated firms (Colpan, 2006;Lamin, 2006;Hundley & Jacobson, 1998). First, the specialized services that BGs provide to remedy the institutional voids of their home countries may be more valuable domestically then abroad.…”

Section: Diversificationmentioning

confidence: 99%

Business Group Performance, Context, and Strategy: A Meta-Analysis.

Carney¹,

Gedajlovic²,

Heugens³

et al. 2010

AMPROC

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Research on business groups -legally independent firms tied together in a variety of formal and informal ways -is accelerating. Through meta-analytical techniques employed on a database of 141 studies covering 28 different countries, we synthesize this research and extend it by testing several new hypotheses. We find that affiliation diminishes firm performance in general, but also that affiliates are comparatively better off in contexts with underdeveloped financial and labor market institutions. We also trace the affiliation discount to specific strategic actions taken at the firm and group levels. Overall, our results indicate that affiliate performance reflects complex processes and motivations.The past decade has witnessed a surge in research regarding the performance of business groups (BGs), which Khanna and Rivkin (2001) define as "firms which though legally independent, are bound together by a constellation of formal and informal ties and are accustomed to taking coordinated action" (p. 47). Three points of consensus are apparent in this body of work. First, BGs are ubiquitous in many countries with types such as Japanese Keiretsus and Zaibatsu

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“…Previous studies connected Keiretsu with poorer financial performance (Hundley and Jacobson, 1998;Miwa and Ramseyer, 2002;Kawai, 2007) of partners. Considering Keiretsu a power-dependence system, Kim et al (2004) also raised serious implication in Keiretsu partnership with regard to diversification and performance, particularly, for their less powerful members.…”

Section: Discussionmentioning

confidence: 99%

Iskeiretsureally a source of competitive advantage for Japanese automotive suppliers?

Kato

Nunes

Dey³

2016

Jnl of Manu Tech Mnagmnt

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PurposeThis paper attempts to examine how firms create and sustain competitive advantage in the inter-firm business relationships from a supplier's perspective. It also investigates what factors affect their competitiveness and relationship between buyers and suppliers. MethodologyThis is an exploratory study on keiretsu partnerships composed of four main phases: analysis of theoretical perspectives, construction of a conceptual framework, interview of a CEO, and finally, a survey questionnaire with Japanese automotive suppliers. FindingsAs a result, this paper classified these 11 companies into four supplier groups (affiliated or independent tier 1 suppliers; affiliated or independent tier 2 suppliers) and analysed their competitiveness developing the research propositions further. The benefits of affiliation under a keiretsu partnership are discussed, showing that there may be little benefit in being an affiliated tier 1 supplier. Even more critical, the results show that independent tier 2 supplier may be more competitive than affiliated tier ones. OriginalityThese intriguing results reveal an urgent need of investigating Japanese automotive supply chains from the suppliers' perspectives in our future research. This paper extended the literatures on competitive advantage and business relationships at both theory and managerial practice.

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The effects of the keiretsu on the export performance of Japanese companies: help or hindrance?

Cited by 65 publications

References 17 publications

The influence of firm, industry and network on the corporate social performance of Japanese firms

The influence of firm, industry and network on the corporate social performance of Japanese firms

Business Group Performance, Context, and Strategy: A Meta-Analysis.

Iskeiretsureally a source of competitive advantage for Japanese automotive suppliers?

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