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The analysis of manufacturer-supplier relationships in Japan has contributed significantly to the advancement of interorganizational theory. It has yielded broad evidence that long-term collaborative partnerships enable firms to exploit the incentive benefits of market-based exchange while reaping the learning and coordination benefits of internalization within a corporate hierarchy. In this paper, we go beyond the issues of trust and cooperation that have occupied much prior theory and research on supplier relations in considering another dimension along which collaborative agreements may be arrayed. We build on transaction and network theories, respectively, to propose two types of long-term collaborative ties: dyadic or bilateral governance and network embeddedness. A comparative analysis of collaborative relationships in product and process development between two Japanese TV manufacturing companies and their suppliers provides empirical evidence for the distinctive effect of network ties over dyadic relationships for collaborative knowledge-sharing.

This study contributes to the construction of a theory on humanistic leadership in the context of Japanese culture. Although the Japanese management system has been described as human-oriented, there has been limited research on this subject, especially regarding top leaders. This case study focuses on Konosuke Matsushita, the founder of Matsushita Electric (now Panasonic), who devoted his life as a businessperson to investigating human nature. The authors examined how the humanistic approach influenced his beliefs and behaviors, as well as his company's performance. The authors then show how current employees at Panasonic have implemented and interpreted his philosophy.

This research is a qualitative case study. Data were gathered from transcriptions of archived recordings, interviews and Internet documents. They were then coded for analyses.

The findings show how humanistic leadership can succeed via seven behaviors: building a company philosophy aimed at the prosperity of society and the well-being of people, being aware of one's own weaknesses, listening to others, improving oneself, developing people, respecting people and making a profit for society.

The study identifies the behavioral aspects of humanistic leadership for building a leadership theory and provides insight into how Matsushita's leadership characteristics and behaviors are connected to Japanese cultural values.

An efficient supply chain is becoming increasingly important as globalization and technological advancement combine to make the modern marketplace more competitive than ever. An example of this can be seen at Matsushita, a Japanese‐based industry leader who has had to fight to remain competitive in the face of low‐cost Chinese competitors. Faced with declining sales and profits due to cost deficiencies in its supply chain, Matsushita realized that its long‐term success was contingent upon a supply chain realignment. This realignment has included the transfer of many tasks to China. Historically known for its inexpensive land and labor, China is increasingly becoming recognized for its technological expertise and the availability of low‐cost production components. Matsushita’s revamped supply chain is utilizing all of these resources. Through this realignment Matsushita hopes to reverse its recent trend of declining sales and profits; the early results are promising.

Having built up a substantial robots business quickly, the Japanese consumer electronic giant is now looking for broader pastures. John Hartley investigates.

The purpose of this paper is to illustrate the changing nature of competition in China. China received over $60 billion in foreign direct investment in 2003, and its economy is already the world's second largest in PPP terms. Thus, there is a tremendous need for executives to understand the changing business environment in China.

The methodology is primarily theoretical complemented by applied cases of foreign companies and their experiences in the Chinese business environment.

Multinational companies face intense price pressure competition in China. The primary factor is due to the growing competitiveness of local Chinese competitors.

China is a complex market combining a transition economy, deflationary economic conditions and local competitors that learn about global products and services in the shortest possible time. Multinational companies are underestimating the speed at which Chinese companies are becoming globally competitive.

Existing business and management research on China has tended to focus either on the transitional nature of the Chinese economy, or on the nature of competition among multinational corporations. This paper illustrates the importance of emphasising China's local companies, that are rapidly becoming multinational corporations.

The meaning of the “new managerial ideas” in Japan is analysed for their impact on corporate activities and society. The analysis is conducted through a case study of the Matsushita Electric Industrial Co. Ltd. Based on that analysis, it is concluded that the “new managerial ideas” is a concept that proposes an extremely aggressive corporate strategy which not only recognises labour unions and communities under the control system of the corporation, but also serves to enhance the parasitic accumulation of the corporation′s capital.

Through a case study of the Jiangsu Little Swan Group Company in the People's Republic of China aims to describe the transition from initial attempts at imitation of products through to the realisation that innovation would need to be purchased

Relates the ensuing strategic alliance between the Jiangsu Little Swan Group Company and Matsushita of Japan, the acquisition of critical technology, and finally, the development of the company' own R&D culminating in over 150 technology patents by the end of the year 2002.

Finds that Little Swan has demonstrated that it is possible to successfully make an extraordinary revolutionary shift from one industry into another.

The case of Little Swan clearly demonstrates that innovation can be successfully integrated into a firm from external sources through direct acquisition.

The objective of this paper is to understand innovators' pursuit of strategies in securing the benefits from an innovation. The study develops a methodological framework of platform for analysing three case study innovations – Windows‐operating system for PC, plain paper copier and video cassette recorder. This paper examines the process of innovators creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses) in order to understand why innovators pursue collaborative or competitive strategies in managing technological innovations. It is argued that collaboration is motivated by risk considerations as much as by a search for profit. The results indicate that the use of strategies (whether collaborative or competitive strategy) depends on how innovators see the benefits from using particular strategies to exploit the innovation.