Redundant, overlapping organization: a Japanese approach to managing the innovation process

Article Abstract:

Innovation is not simply accepting a given problem or task and solving it in a methodical, reductionist manner. Rather, innovation is an information and knowledge-creative process that is realized through the generation and definition of the problem or task to be solved. Research on the innovation process in Japanese organizations has shown that these information and knowledge-creating characteristics are, to a large degree, a product of what can be termed "information redundancy." Information redundancy refers to a condition where various types of "excess" or "supplemental" information are shared among a group in addition to the minimal amount of requisite information each individual, department, or organization holds as necessary to perform assigned, specialized functions. (Reprinted by permission of the publisher.)

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Business alliances and the strategy of the Japanese firm

Article Abstract:

With the transformation of global capital markets, it has become essential for American managers to consider capital market relationships as a part of their overall corporate strategies. This article explores these strategies from the point of view of America's leading industrial competitor, Japan. Japanese firms have forged special business alliances that link banks, shareholders, and trading partners together into coherent groupings of mutual interest. These alliances have resulted in close investor-management relationships quite different from those in the U.S. This in turn has shaped other facets of Japanese business, including its long-term investment strategies and its internal management systems. (Reprinted by permission of the publisher.)

International aspects, Capital market, Capital markets

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Managing suppliers: incentive systems in Japanese and United States industry

Article Abstract:

U.S. industry is changing. More work is being subcontracted; longer-term relationships are being developed with fewer suppliers; suppliers are being given more responsibilities; and there is more monitoring of suppliers' quality. These changes, moving U.S. business practices closer to Japanese business practices, recognize the indubitable success of Japanese methods of organizing production. This article examines the structure of incentives offered to supplier firms in Japan and compares them with U.S. practices. (Reprinted by permission of the publisher.)

Methods, United States, Analysis, Industrial suppliers, Incentives (Business)

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