Transformation of Japanese Multinational Enterprises and Business

ISBN-13: 9789819986156 / Angielski

Shige Makino; Yasuro Uchida; Tamiko Kasahara

Spis treści

-Part I. Change of traditional Japanese MNEs

-Chap. 1: How traditional Japanese MNEs have changed their business models

 

-Part II. Introducing emerging Japanese MNEs

-Chap. 2: Internationalization of Japanese local, niche, and unicorn companies

-Chap. 3: The recovery from natural disaster

-Chap. 4: Servitaization

 

-Part III. Transformation of Japanese MNEs (strategic and functional changes)

-Chap. 5: Evolution of Japanese HRM (Inclusion and diversity)

-Chap. 6: Global value chain of Japanese MNEs

-Chap. 7: Japanese innovation management

-Chap. 8: Social business of Japanese MNEs

-Chap. 9: Strategy for Japanese platformers

O autorze

Shige Makino is a professor at the Graduate School of Economics, Kyoto University. He holds a Ph.D. in Business Administration from Western University's Ivey School of Business and an M.B.A. and Bachelor of Laws from Keio University. He taught at the Chinese University of Hong Kong Business School for 26 years before assuming his current position in September 2021.He has served as a vice president of the Academy of International Business, a president of the Association of Japanese Business Studies, and an executive director of the Japan Association for International Business Studies. He has published numerous articles in top business/management journals. He has served as an editorial board member and an (associate) editor of several leading journals. He is the only Asian recipient of the JIBS Gold Medal, the highest nutritional award in the field of international business studies. He specializes in management strategy, organizational theory, and international management.

 

Yasuro Uchida is a professor of Graduate School of Business, University of Hyogo, Japan, and a professor Emeritus of University of Toyama. He was a member of technology standard council of Ministry of Economy, Trade and Industry of Japan. His research interest is competitive strategy regarding the international standardization of technology. He has published book chapters on the international standardization of technology in books such as Paradigm Shift in Technologies and Innovation Systems (Springer). His book “International Standard and Strategic Alliance” (in Japanese; Chuokeizaisha, Tokyo, 2001) received the award from Japan Academy for International Trade and Business (JAFTAB) in 2001.

 

Tamiko Kasahara (Ph.D., Kobe University of Commerce) is an Assistant Professor of international human resource management at School of Management and Information, University of Shizuoka, Japan. She is currently a visiting scholar in the management department at Bentley University, U.S.A. She received her M.S. and Ph.D. from Kobe University of Commerce in 2002 and 2008, respectively. Her research focuses primarily on global talent management in multinational corporations, with a recent emphasis on organizational behaviors. Her book, Global Human Resource Management in Japanese Multinational Corporations (published in Japanese by Hakuto Shobo, Tokyo, 2014), received accolades including the Best Book Award for Young Researchers from the Japan Academy of Multinational Enterprises (JAME) in June 2015 (Tokyo, Japan), and a collaborative paper that she authored with Professor T. Sekiguchi in 2020 earned the Palgrave Macmillan Best Paper Award from The Association of Japanese Business Studies (AJBS) in July 2020 (Miami, U.S.A). She serves on the boards of JAME and Japan Academy of International Business Studies.

Blurb

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 1990s, and their factors for success have been compared with those of Western MNEs. Unfortunately, international business researchers and practitioners’ attention has turned away from Japan and its MNEs to particular developed and emerging countries in the global market.

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 completely 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.