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The management of buyer-supplier relations has come to be regarded as a key to achieving manufacturing competitiveness, particularly in sectors facing global competition based on both price and quality. This book is a theoretical and empirical exploration of the link between the type of buyer-supplier relations and corporate performance. Dr Sako examines how British and Japanese companies in the electronics industry manage their relationships with buyers and suppliers, the empirical study comprising a three-way comparison of a Japanese customer company, a British customer company, and a Japanese company in Britain, and an analysis of 36 supplier companies in Britain and Japan. Variations of the companies' business practices are assessed in terms of technology, the nature of market competition, the national legal framework, financial structures, employment systems, and the mode of entrepreneurship. The author identifies two distinct approaches in the two countries - the arm's-length contractual relation (ACR) in Britain, and the obligational contractual relation (OCR) in Japan - and argues that the trust and interdependence present in the latter can be a powerful springboard from which to achieve corporate success.
Japanese participation in British industry has increased greatly in recent years. While the new investment is welcomed for the jobs it helps create and the injection of new technology and managerial techniques, many people are fearful lest this increased participation should lead to loss of control of British industry by British nationals and adversely affect British competitors and their struggle for global markets. These concerns are made worse by lack of knowledge about just how extensive Japanese managerial participation in British industry is and about how Japanese practices differ. This book, based on extensive original research, answers these and related questions. It is the first detailed study of the extent of Japanese participation in British industry, and of its economic impact in a number of key areas.
Japanese manufacturing investment in the European Community has grown dramatically over the last twenty years. At first, instances of investment were few, concentrated in a small number of industrial sectors. But since the mid-1980's there has been a surge of investment in a much wider range of industries. This volume details the growth of Japanese manufacturing investment in Europe in fourteen industrial sectors. The impact of Japanese competition and direct investment on European industries is considered in the context of the emergence of the three major trading blocs: the United States, Japan and the EC. Roger Strange concludes by making important policy recommendations, and arguing for the need for a new theoretical framework for assessing the political economy of foreign direct investment.
This study has been stimulated by an interest in developments since the comparative studies of organization, management and industrial relations in Ronald Dore's "British Factory-Japanese Factory". It examines the background of changes in the home and host economy/society.
This title was first published in 2002. This compelling text provides fresh insight into an area that is often touched upon, but rarely examined in any great detail - the relationship between Multinational Enterprises (MNEs) and their host governments. Taking Japanese Foreign Direct Investment (FDI) strategy, arguably the model of FDI, Young-Chan Kim takes a revealing look at why the United Kingdom (UK) has dominated among the EU member states for FDI destination, while ironically losing its nationalized car manufacturers. Scholars of business history, international business and business economics will find this work invaluable.
A study designed to consider both the social and employment implications of the relationship between Japanese companies and British suppliers, with reference to management practice, employment and growth of small firms.
This study analyses the shift in the relationship between large and smaller firms from confrontation and conflict, to cooperation and mutual assistance. It charts the pace of the adaption of Japanese style buyer-supplier relations in North American and Western European organizations.