Advertisement

Restructuring Japanese Business Through Kyosei: Capitalizing on International Strategic Alliances at the Consumer Level

  • Bernard L. Simonin
  • Julie A. Ruth
Chapter
  • 83 Downloads

Abstract

Japan of the “post-bubble era” is the object of much reflection and speculation pertaining to risutora or restructuring of the economy. This study provides a novel, analytical perspective on the fundamental issues involved in the shift of momentum that characterizes Japan business and economic restructuring. After examining the economic and corporate dimensions of the transitional forces that shape Japan’s restructuring process, this study focuses on two powerful, yet often ignored, agents of change: the emergence of a new class of collaborative mandates, kyosei, and the rise of consumer power. The study further emphasizes the importance of planning and managing corporate-level restructuring activities with the interests of end-users in mind, by demonstrating empirically the significance of strategic alliances, as a corporate restructuring option, on consumers. The results show that consumers’ impressions of alliances with Japanese firms have a strong effect on future attitudes toward each partnering brand.

Keywords

Strategic Alliance Brand Equity Harvard Business Review Brand Image Japanese Firm 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Aaker, David A. (1991) Managing Brand Equity: Capitalizing on the Value of a Brand Name, The Free Press, New York.Google Scholar
  2. Aaker, David A. and Keller, Kevin Lane (1990) “Consumer Evaluations of Brand Extensions,” Journal of Marketing, 54, 27–41.CrossRefGoogle Scholar
  3. Adler, Lee (1966) “Symbiotic Marketing,” Harvard Business Review, 44 (Nov.-Dec.), 59–71.Google Scholar
  4. Baron, Reuben M. and Kenny, David A. (1986) “The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations,” Journal of Personality and Social Psychology, 51 (6), 1173–1182.CrossRefGoogle Scholar
  5. Bleeke, Joel and Ernst, David (1991) “The Way to Win in Cross-Border Alliances,” Harvard Business Review, 69 (6), 127–135.Google Scholar
  6. Do Rosario, Louise and Rowley, Anthony (1992) “A Dying Breed Japan’s Post-war Work Ethic under Threat,” Far Eatern Economic Review,6, 55–56.Google Scholar
  7. Fazio, Russell H. (1986) “How Do Attitudes Guide Behavior?” in The Handbook of Motivation and Cognition: Foundations for Social Behavior, R.M. Sorrentino and E. Tory Higgins, eds., New York: Guilford Press.Google Scholar
  8. Goldstein, Ken (1994) “Japan in Ferment,” Across The Board, April, 51–52.Google Scholar
  9. Gorman, Joseph T. (1993) “The Road to Kyosei—Government and Industry Must Work Together to Create an ‘Export Vision,’ ” Industry Week, April 5.Google Scholar
  10. Guiltinan, Joseph P. (1987) “The Price Bundling of Services: A Normative Framework,” Journal of Marketing, 51 (April), 74–85.CrossRefGoogle Scholar
  11. Hagedoorn, J. (1993) “Understanding the Rationale of Strategic Technology Partnering: Interorganizational Modes of Cooperation and Sectoral Differences,” Strategic Management Journal, 14, 371–385.CrossRefGoogle Scholar
  12. Hamel Garry, Doz, Yves. and Prahalad, C.K. (1989) “Collaborate with Your Competitors—and Win,” Harvard Business Review, January-February, 67 (1), 133–139.Google Scholar
  13. Hazama, Hiroshi (1993) “Trends in International Business Thought and Literature: The Recent Literature of Japanese-Style’ Management,” The International Executive, 35 (5), 461–466.CrossRefGoogle Scholar
  14. Helleloid, Duane A. and Simonin, Bernard L. (1994) “Organizational Learning and a Firm’s Core Competence,” in G. Hamel and A. Heene, eds., Sustainable Competitive Advantage through Core Competence, New York: Wiley, 213–239.Google Scholar
  15. Hurry, Dileep (1993) “Restructuring in the Global Economy: The Consequences of Strategic Linkages Between Japanese and U.S. Firms,” Strategic Management Journal, 14, 69–82.CrossRefGoogle Scholar
  16. Inkpen, Andrew (1994) “The Japanese Corporate Network Transferred to North America: Implications for North American Firms,” The International Executive, 36 (4), 411–433.CrossRefGoogle Scholar
  17. Kanter, Rosabeth Moss (1994) “Collaborative Advantage:The Art of the Alliance,” Harvard Business Review, 72 (4), 96–108.Google Scholar
  18. Koll, Jesper (1994) “Restructuring Japan Inc.” Euromoney, June, 119–124.Google Scholar
  19. Mowery, David C. and Teece, David J. (1993) “Japan’s Growing Capabilities in Industrial Technology: Implications for U.S. Managers and Policymakers,” California Management Review, Winter, 9–34.Google Scholar
  20. Neff, Robert (1994) “Tradition be Damned—Matsushita’s Radical Restructuring has it Well on the Way to a Turnaround,” Business Week, October 31, 108–110.Google Scholar
  21. Noguchi,Yukio (1994) “The ‘Bubble’ and Economic Policies in the 1980s,” Journal of Japanese Studies, 20 (2), 291–329.CrossRefGoogle Scholar
  22. Noguchi, Yukio and Shimada, Haruo (1992) “The Consumer as King”—The New Watchword of Japanese Corporate Philosophy? Tokyo Business Today,November, 44–48.Google Scholar
  23. Osgood, C.E., Suci, G.J. and Tannenbaum, P.H. (1957) The Measurement of Meaning, Urbana, IL: University of Illinois Press.Google Scholar
  24. Park, C. Whan, Milberg, Sandra, and Lawson, Robert (1991) “Evaluation of Brand Extensions: The Role of Product Level Similarity and Brand Concept Consistency,” Journal of Consumer Research, 18 September, 185–93.CrossRefGoogle Scholar
  25. Porter, Michael E. (1985) Competitive Advantage, New York, NY: Free Press.Google Scholar
  26. Prahalad, C.K. and Doz,Yves L. (1987) The Multinational Mission, New York: The Free Press.Google Scholar
  27. Prahalad, C.K. and Hamel, Gary (1990) “The Core Competence of the Corporation,” Harvard Business Review, May/June, 79–91.Google Scholar
  28. Prestowitz, Clyde V. Jr. (1988) Trading Places. New York, NY: Basic Books.Google Scholar
  29. Pucik, Vladimir (1988a) “Strategic Alliances, Organizational Learning, and Competitive Advantage: The HRM Agenda,” Human Resource Management, 27 (1), 77–93.CrossRefGoogle Scholar
  30. Pucik, Vladimir (1988b) “Strategic Alliances with the Japanese: Implications for Human Resource Management,” in F. Contractor & P. Lorange, eds., Cooperative Strategies in International Business. New York: Lexington Books, 487–498.Google Scholar
  31. Reich, R. and Mankin, E. (1986) “Joint Ventures with Japan Give Away our Future,” Harvard Business Review, 64 (2), 78–86.Google Scholar
  32. Rowley, Anthony, (1993) “The Morning After Japanese Firms Count Costs of Investment Binge,” Far Eastern Economic Review, January 28.Google Scholar
  33. Rowley, Anthony, (1992) “Ease up, Japan—’Kyosei’ Could Change How People Live, Work and Compete,” Far Eastern Economic Review, August 6, 52–55.Google Scholar
  34. Sasaki, Toru (1993) “What the Japanese Have Learned from Strategic Alliances,” Long Range Planning, 26 (6), 41–53.CrossRefGoogle Scholar
  35. Schleuder, Brenton R. (1993) “Japan: Hard Times for High Tech,” Fortune, March 22, 92.Google Scholar
  36. Schlender, Brenton R. (1994) “Japan’s New Realism: Don’t Count This Superpower Out,” Fortune, October 31, 117–136.Google Scholar
  37. Simonin, Bernard L. and Ruth, Julie A. (1994) “Towards a Better Understanding of Strategic Alliances in Marketing through Observation of Symbiotic Relationships in Nature,” in J. Sheth and A. Parvatiyar, eds., Relationship Marketing: Theory, Methods and Applications. Atlanta, GA: Emory University.Google Scholar
  38. Simonin, Bernard L. and Ruth, Julie A. (1995) “Bundling as a Strategy for New Product Introductions: Effects on Consumers’ Reservation Prices for the Bundle, the New Product and the Tie-in,” Journal of Business Research. Google Scholar
  39. Solomon, Michael R. and Englis, Basil G. (1994) “The Big Picture: Product Complementarity and Integrated Communications,” Journal of Advertising Research, January/February, 57–63.Google Scholar
  40. Sullivan, Jeremiah J. (1992) “Japanese Management Philosophies,” California Management Review, 34 (2), 66–87.CrossRefGoogle Scholar
  41. Swinbanks, David (1993) “U.S. Firms Joining Japanese National Consortia for Aerospace, Energy and Materials Research,” Research-Technology Management, 36 (2), 2–3.Google Scholar
  42. Tokyo Business Today(1993) “Kyosei: Japanese Firms Must Pick Up the Social Tab as Well,” January/ February, 33–34.Google Scholar
  43. Turpin, Dominique (1993) “Strategic Alliances with Japanese Firms: Myths and Realities,” Long Range Planning, 26 (4), 11–15.CrossRefGoogle Scholar
  44. Tallman, Stephen B. and Shenkar Oded (1994) “A Managerial Decision Model of International Cooperation,” Journal of International Business Studies, 25 (1), 91–113.CrossRefGoogle Scholar
  45. Tyebjee, Tyzoon T. (1988) “Japan’s Joint Ventures in the United States,” in F. Contractor and P. Lorange, eds., Cooperative Strategies in International Business. New York: Lexington Books, 457–472.Google Scholar
  46. Varadarajan, P. Rajan (1986) “Horizontal Cooperative Sales Promotion: A Framework for Classification and Additional Perspectives,” Journal of Marketing, 50, 61–73.Google Scholar
  47. Varadarajan, P. Rajan and Rajaratnam, Daniel (1986) “Symbiotic Marketing Revisited,” Journal of Marketing, 50 (January), 7–17.Google Scholar
  48. Whenmouth, Edwin (1993) “Rivals Become Partners,” Industry Week, 242 (3), February 1, 11–14.Google Scholar

Copyright information

© Springer Science+Business Media New York 1999

Authors and Affiliations

  • Bernard L. Simonin
    • 1
  • Julie A. Ruth
    • 2
  1. 1.Tufts UniversityMedfordUSA
  2. 2.Rutgers UniversityCamdenUSA

Personalised recommendations