Haghirian Parissa

Providing rare insight into the topic of Japanese management, this book aims to answer the question how Japanese companies changed after the economic recession of the 1990s and the decade-long restructuring process. With 12 case studies, this book investigates crisis management, strategy development, merger and globalization in a structured and descriptive manner. It aims to support students and decision-makers to learn more about strategic Japanese management and effective decision-making.

This book is an essential reference resource for students and scholars working on Japanese companies, the Japanese market-place, Japanese consumers, or management processes in the Japanese firm. The book also provides an interesting and informative read for managers who need to deepen their knowledge on Japanese business processes.

The book demonstrates that although cultural differences do not necessarily influence the selection and transmission of knowledge overseas, they do have a strong impact on how that knowledge is received, integrated and put into practice locally. The book shows how knowledge is accepted differently in Europe and Asia and which factors have the strongest impact on efficient knowledge transfer. It suggests that to improve cross-cultural management MNEs should focus less on upgrading the technology that allows knowledge transfer, and more on the capabilities and beliefs of individual employees.

A number of major shifts in Japanese society further led to the emergence of whole new consumer groups, such as the baby boomers, the single market, the new rich and otaku (enthusiastic) consumers. Today Japan is still the second largest and most important consumer market in the world: the economic crisis has not changed this. These major changes however, are still receiving insuffient coverage in management and marketing research. 'Japanese Consumers' fills this gap and discusses the development of Japanese consumerism, particularities of Japanese consumer behaviour and consumer rights, new consumer groups and emerging trends in the Japanese market.

The mystic image of Japanese management changed during the recession of the 1990s. Japanese corporations had problems adapting to the economic challenges and were slow in the implementation of reforms and restructuring measures. They were expected to develop more shareholder value and become more like their Western counterparts. But Japan and Japanese management did change. In many cases these changes were not as radical or as spectacular as expected. Western suggestions and business models were not completely ignored, but many of them are not applicable in a Japanese context. Japan and Japanese management changed in its own way, in a Japanese Way.