Formation of the New Japanese Style Management Strategy

Yoshinobu Sato () and Mark E. Parry ()
Additional contact information
Yoshinobu Sato: Kwansei Gakuin University
Mark E. Parry: Entrepreneurial Leadership

Chapter Chapter 5 in Japanese Management in Change, 2015, pp 65-84 from Springer

Abstract: Abstract The authors discuss the linkages between characteristics of the Japanese management style and the poor performance of many Japanese companies since the mid-1990s. The authors argue that some characteristics of the Japanese management style are ill-suited to the demands of the global and information economy. To support this argument, the authors analyze key Japanese management practices from four perspectives, the high-context culture, explorative versus exploitative product development, the experiential learning model, and the market sensing component of strategic flexibility. The authors close with suggestions for possible ways for the Japanese company to draft a new Japanese-style management strategy.

Keywords: “Boiled-Frog” syndrome; Experiential learning; Exploration and exploitation; High/low-context culture; Japanese style management; Strategic flexibility (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-4-431-55096-9_5

Ordering information: This item can be ordered from
http://www.springer.com/9784431550969

DOI: 10.1007/978-4-431-55096-9_5

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().