Examines Japanese corporations, including Honda, Canon, Toyota, and NEC, looks at how they have changed over the last twenty years, and identifies the Japanese competitive edge
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Much of the literature on the legendary success of the Japanese corporation has rested on the premise that the Japanese possess certain cultural traits, not easily transferable to the West, that provide them with inherent advantages in executing corporate strategy (see, for example, William Ouchi's Theory Z ). Abegglen and Stalk, however, maintain that the successful strategies of the best Japanese kaisha (corporations) are more imitable than not. They discuss such learnable, competitive fundamentals as debt financing, high retained earnings, a short-run concern for building market share, and a partnership with labor. While the preoccupation with the Japanese managerial style can become tiresome, Kaisha offers a different interpretation and is recommended. Gene Laczniak, Coll. of Business Administration, Marquette Univ., Milwaukee
Copyright 1985 Reed Business Information, Inc.
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