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The myth of Japanese competitiveness

The myth of Japanese competitiveness Investigates how some Japanese companies have more success than others, particularly such as Toyota, Honda, Canon and Komatsu. Posits there are two Japans — one is unstoppable and the other is inefficient. States Japan’s unique management has contributed much to the country’s post‐war success, even though it has also created a dangerous conformity and a deficient view of competition. Uses an inset about clothing on the rack, which is very prevalent in the Japan schema of things, none of Japan’s leading companies having any significant share — asking why this should be so. Covers, in another inset, the ‘chocolate wars’ in Japan. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

The myth of Japanese competitiveness

The Antidote , Volume 5 (6): 3 – Nov 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006866
Publisher site
See Article on Publisher Site

Abstract

Investigates how some Japanese companies have more success than others, particularly such as Toyota, Honda, Canon and Komatsu. Posits there are two Japans — one is unstoppable and the other is inefficient. States Japan’s unique management has contributed much to the country’s post‐war success, even though it has also created a dangerous conformity and a deficient view of competition. Uses an inset about clothing on the rack, which is very prevalent in the Japan schema of things, none of Japan’s leading companies having any significant share — asking why this should be so. Covers, in another inset, the ‘chocolate wars’ in Japan.

Journal

The AntidoteEmerald Publishing

Published: Nov 1, 2000

Keywords: Japan; Competitiveness; Marketing

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