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In Can Japan Compete?, world-renowned competition strategist Michael Porter and his colleagues explain why American assumptions about Japan have proved so inaccurate, what Japan must do to regain its strength, and what its journey can tell us about how to succeed in the new global economy.The research behind this book began in the early 1990s, at a time when Japan's economic success was overwhelmingly credited to the Japanese government and its unique management policies. Porter and his colleagues started by asking a crucial but previously overlooked question: If Japanese government policies and practices accounted for the nation's extraordinary competitiveness, then why wasn't Japan competitive in many of the industries where those policies had been prominently implemented? The authors and a team of colleagues surveyed a vast array of Japanese industries. This surprising book is the result of their work. The continuing influence of Japanese government and management strategies worldwide makes Can Japan Compete? a must read for anyone competing in the global economy.
Since the death of his wife seven years ago, documentary maker Aoyama has not dated anyone else. Now even his teenage son, Shige, thinks that he should remarry and his best friend Yoshikawa comes up with a plan: to hold fake film auditions from which, he can choose a new bride. Of the thousands who apply, it is a beautiful ballerina, Yamasaki Asami, who captivates Aoyama. Infatuated by her fragile nature and nervous smile, he ignores his increasing sense of unease, putting aside his doubts about his new love, until it may be too late... In Audition, Ryu Murakami delivers his most subtly disturbing novel yet, confirming him as Japan's master of the psycho-thriller.
This book demonstrates how economics is used in cases of competition in Japan. Competition between firms is usually the most effective way of allocating economic resources and achieving consumer and producer welfare. At the same time, a balance must be struck; firms must not be over-regulated, but neither must they be completely free to create a monopoly or oligopoly. Therefore, the role of competition policy is to maintain a balance by using the collaborative economics of industrial organization. The book uses economic analysis to evaluate case studies on Japanese anti-monopoly law, the Act Concerning Prohibition of Private Monopolization and Maintenance of Fair Trade (AMA), and enforcement in e.g. cartel cases, private monopolization cases, and merger cases. The Japan Fair Trade Commission implements a competition policy, primarily through the enforcement of the AMA, which promotes ingenuity and innovation in business by guaranteeing and enhancing fair and free competition, thereby ensuring economic vitality and consumer benefit. This book is the first authoritative and compact work on competition policy in Japan, which has a more-than-70-year history and is based on solid legal principles. In addition, the book seeks to promote law enforcement based on economic analysis, and includes studies describing the enforcement mechanisms used. It provides comprehensive yet concise information on the structure of the AMA, recent cases, and economic analysis. It also explains the circumstances regarding recent cases and analyzes how the economic policy has been applied to actual cases.
Among the world's great industrial states, Japan is the newest, most dynamic, and most distinctive. Whether viewed as a model, a partner, or a threat, no country is more important or less understood. What are the central features of Japan's industrial system? What are the core institutions and practices that have to be understood in order to know how it functions? What sets it apart from other industrial systems, notably that of the United States? Is the Japanese system changing, and if so, how? These are the basic questions addressed in this volume, which presents in compact form the best thinking, the most stimulating arguments, and the classic interpretations of contemporary Japan. The book comprises 55 selections by economists, political scientists, anthropologists, business consultants, and others, which together give an unparalleled insight into the inner workings of the Japanese industrial system.
Japan’s decision to attack the United States in 1941 is widely regarded as irrational to the point of suicidal. How could Japan hope to survive a war with, much less defeat, an enemy possessing an invulnerable homeland and an industrial base 10 times that of Japan? The Pacific War was one that Japan was always going to lose, so how does one explain Tokyo’s decision? Did the Japanese recognize the odds against them? Did they have a concept of victory, or at least of avoiding defeat? Or did the Japanese prefer a lost war to an unacceptable peace? Dr. Jeffrey Record takes a fresh look at Japan’s decision for war, and concludes that it was dictated by Japanese pride and the threatened economic destruction of Japan by the United States. He believes that Japanese aggression in East Asia was the root cause of the Pacific War, but argues that the road to war in 1941 was built on American as well as Japanese miscalculations and that both sides suffered from cultural ignorance and racial arrogance. Record finds that the Americans underestimated the role of fear and honor in Japanese calculations and overestimated the effectiveness of economic sanctions as a deterrent to war, whereas the Japanese underestimated the cohesion and resolve of an aroused American society and overestimated their own martial prowess as a means of defeating U.S. material superiority. He believes that the failure of deterrence was mutual, and that the descent of the United States and Japan into war contains lessons of great and continuing relevance to American foreign policy and defense decision-makers.