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Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry

Author

Listed:
  • Ahmadjian, C.L.
  • Lincoln, J.R.

Abstract

We are grateful to Nick Argyres, Bob Cole, Ray Horton, Rita McGrath, Atul Nerkar, Toshi Nishiguchi, Joanne Oxley, Hugh Patrick, Eleanor Westney, and Oliver Williamson for helpful comments. We also acknowledge useful feedback from members of the Sloan Corporate Governance Project at Columbia Law School. Research grants from the Japan - U. S. Friendship Commission, the Japan Society for the Promotion of Science, and the Clausen Center for International Business and Policy of the Haas School of Business at UC Berkeley are also gratefully acknowledged.

Suggested Citation

  • Ahmadjian, C.L. & Lincoln, J.R., 2000. "Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry," Papers 75, California Berkeley - Institute of Industrial Relations.
    • Handle: RePEc:fth:calbir:75
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    Cited by:

    1. Luca Petruzzellis & Antonia Rosa Gurrieri & Alberto Pezzi & Marco Lenoci Lenoci, 2016. "Strategic Alliances between Japanese-Western Companies: A Win-Win or Win-Lose Relationship? The Case of the Automobile Industry," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(11), pages 1-1, October.

    More about this item

    Keywords

    AUTOMOBILE INDUSTRY ; MANAGEMENT;

    JEL classification:

    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • L62 - Industrial Organization - - Industry Studies: Manufacturing - - - Automobiles; Other Transportation Equipment; Related Parts and Equipment
    • L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production

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