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

By C. Ahmadjian, J. Lincoln. 2000

280 citations recorded by the source corpus.

Subfields: Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/86ba24484535782fdde33441749c8592cde446e3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Political Science and International Relations

In Strategy and Management

Citations in the corpus

Asian Management Research: Status Today and Future Outlook (2008, unknown): “For example, Ahmadjian and Lincoln (2001) argued that business groups have shifted from network to contracting and top-down administrative governance mode, but in contrast, McGuire and Dow (2003) argued that the economic and regulatory changes in the Japanese environment did not result in signific”
Linkages between firm innovation strategy, suppliers, product innovation, and business performance: Insights from resource dependence theory (2017, background): “Buyers benefit from the knowledge generation and innovation capabilities of their suppliers (Ahmadjian and Lincoln, 2001).”
Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, background): “Moreover, Ahmajian and Lincoln ( 2001 ) argue that the Japanese keiretsu supply network offer large benefits of flexibility and control.”
Japanese keiretsu: Past, present, future (2009, background): “There has been growing recognition that traditional buyer–supplier ties which have bound keiretsu firms, particularly vertical firms, have been dissipating ( Ahmadjian & Lincoln, 2001 ).”
What Firms Make vs. What They Know: How Firms' Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change (2012, unknown): “knowledge of activities in the vertical chain even if the activities are fully sourced through the market (Patel and Pavitt, 1997; Fine, 1998; Brusoni et al., 2001; Ahmadjian and Lincoln, 2001; Takeishi, 2002).”
All You Need Is Trust? An Examination of Inter‐organizational Supply Chain Projects (2015, background): “Another example is from the Japanese automotive industry, where relations are largely built on trust and the willingness for relation-speciﬁc investments is high (Ahmadjian and Lincoln 2001).”
The governance of supply networks: a systematic literature review (2012, background): “changing relationships of the Japanese automobile manufacturer, Toyota, with different suppliers (Ahmadjian and Lincoln, 2001) may be accounted for not by transaction cost economics as suggested by proposition 2 above, but by Toyota’s desire to retain power, in one case “shoring up a governance stru”