The Kyoto Model: The Challenge of Japanese Management Strategy Meeting Global Standards

by Ishikawa, Akira; TANAKA, KOJI

• ISBN13: 9789812563293
• ISBN10: 9812563296
• Format: Hardcover
• Copyright: 2005-08-02
• Publisher: World Scientific Pub Co Inc

Summary

This fascinating book focuses on Kyoto high-tech companies that have captured leading market share with globally preeminent technologies and yet have been able to maintain their robust profitability even under Japan's current prolonged recession. The book aims to uncover the secrets of success behind such companies as Kyocera Corp., Omron Corp., Murata Manufacturing Co., Rohm Co. and Horiba Ltd. and their management systems, generally termed 'the Kyoto Model'. The unique features of the model are detailed: the history and founding of these high-tech companies, their management attitude giving priority to corporate philosophies, their organizational management, the emphasis they put on R&D management and production technologies, their personnel management, and finally, their philanthropic activities. The Kyoto Model, with its high technology-oriented management system, is a useful case study and tool for Japan's R&D ventures.

Table of Contents

Preface	v
About the Authors	xi
Introduction: Japanese and U.S. Styles of Business Management	1	(12)
Features of Japanese-Style Management	1	(3)
U.S.-Style Management	4	(1)
Strengths and Weaknesses of Japanese and U.S. Business Management Styles	5	(6)
Kyoto High-Tech Companies	11	(2)
Chapter 1 The Kyoto Model: Kyoto High-Tech Companies' Management Systems	13	(14)
Sales and Profits Increase Even Amid Recession	13	(5)
Top Leadership	18	(3)
Organization and Control Systems	21	(4)
Philanthropy	25	(2)
Chapter 2 Why Were the High-Tech Companies
Founded in Kyoto? — Naturally or Accidentally?	27	(1)
Analysis Based on Macro Data	27	(4)
Kyotoism	31	(1)
Sustainable Business Management	32	(2)
Absence of Big Banks and Companies	34	(3)
Chapter 3 Real Faces of Kyoto High-Tech Companies: History of Growth Since Foundation	37	(18)
Core-Based Growth	37	(1)
Kyocera: From Ceramic Components Manufacturer to Integrated Circuits Manufacturer	37	(3)
Omron: Grasping Social Needs	40	(1)
Murata: Focusing on Ceramics	41	(1)
Rohm: Bold Challenging Approach on ICs	42	(2)
Horiba: Originating from a Student Venture	44	(1)
Keeping Top Market Shares for Core Products	45	(2)
Aggressive Globalization	47	(3)
Expansion through M&A Deals	50	(1)
Aggressive, Bold Acquisitions — Kyocera	50	(2)
Enhancing Information Technologies — Omron	52	(1)
Upgrading Core Competences — Murata, Rohm, Horiba	53	(2)
Chapter 4 Corporate Philosophies Emphasized in Management	55	(10)
Kyoto High-Tech Companies Emphasize Corporate Philosophies	55	(3)
How Have Corporate Philosophies Been Developed?	58	(4)
Communication of Corporate Philosophy	62	(3)
Chapter 5 Unique Organizational Management	65	(18)
Exploitation of Information Technology	66	(2)
Kyocera: Ameba Management	68	(3)
Omron: From Producer System to Holding Company	71	(5)
Murata: Matrix Management of Smaller Units to Control	76	(2)
Rohm: Horizontal Organization of Small Units	78	(2)
Horiba: Product-Oriented Management System	80	(3)
Chapter 6 R&D and Production Control, Cost Control and Personnel Management Systems	83	(12)
Introduction	83	(1)
Market-Oriented R&D	83	(3)
Focusing on Production Technologies	86	(2)
Maximizing Employees' Value Added	88	(1)
Exercising Innovation	89	(4)
Incentives for Learning	93	(2)
Chapter 7 Positive Social Contributions	95	(8)
Accountability	95	(1)
Philanthropy	96	(2)
Tackling Global Environmental Problems	98	(2)
New Venture Development	100	(3)
Chapter 8 Conclusion	103	(6)
Global Companies Born in the Ancient Capital of Kyoto	103	(3)
Pressure of Slowing Economic Growth	106	(1)
Learning from U.S.-Style Business Management Again	107	(2)
Appendix	109	(6)
Bibliography	115	(4)
Index	119