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Institutional Changes and Corporate Strategies for Survival in the Japanese Semiconductor Industry

In: Struggles for Survival

Author

Listed:
  • Yoshitaka Okada

    (Sophia University)

Abstract

Japan has developed its business system by making heavy use of its inherited traditions (Whitley, 1992). Instead of simple-mindedly focusing on such neoclassical concepts as profit, price, cost, and quantity to achieve allocating or accounting efficiency, Japanese companies and the government have strongly emphasized non-allocative or production efficiency, promoting worker participation, long-term relations, cooperative learning, and capability building1 (Leibenstein, 1987; Dore, 1987; Porter, 1990; Ettlinger, 1991). Institutional arrangements2 and various systems were developed to enhance this Japanese heritage, especially by promoting cooperation among economic actors and orchestrating harmonies in industrial, inter-firm and government-business relations, which consequently functioned well to achieve an effective mix of allocative and non-allocative efficiency (Abegglen, 1958; Dore, 1973, 1986; Aoki, 1984; Iwata, 1977; Tsuda, 1984; Imai, 1988a, 1988b; Johnson, 1982; Kitschelt, 1991).

Suggested Citation

  • Yoshitaka Okada, 2006. "Institutional Changes and Corporate Strategies for Survival in the Japanese Semiconductor Industry," Springer Books, in: Yoshitaka Okada (ed.), Struggles for Survival, chapter 0, pages 105-154, Springer.
    • Handle: RePEc:spr:sprchp:978-4-431-28916-6_4
    DOI: 10.1007/4-431-28916-X_4
    as

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