Co-opetition and knowledge co-creation in Japanese supplier-networks: The case of Toyota

Asian Business and Management

Volumn 10, Issue 1, 2011, Pages 66-86

  Wilhelm, Miriam M ^a   Kohlbacher, Florian ^b  

^a UNIVERSITY OF GRONINGEN   (Netherlands)

^b German Institute for Japanese Studies   (Japan)

Author keywords

co opetition; knowledge co creation; knowledge creation; knowledge sharing; supplier networks; Toyota

Indexed keywords

EID: 78651327325     PISSN: 14724782     EISSN: 14769328     Source Type: Journal    
DOI: 10.1057/abm.2010.31     Document Type: Conference Paper

References (81)

1. Ahmadjian, C.L. and Lincoln, J.R. (2001) Keiretsu, governance and learning: Case studies in change from the Japanese automotive industry. Organisation Science 12(6): 683-701.
2. Al-Laham, A. and Amburgey, T.L. (2005) Knowledge sourcing in foreign direct investments: An empirical examination of target profiles. Management International Review 45(3): 247-275.
3. Asanuma, B. (1989) Manufacturer-supplier relationship in Japan and the concept of relationspecific skill. Journal of the Japanese and International Economies 3: 1-30.
4. Bengtsson, M. and Kock, S. (2000) Co-opetition in business networks - To co-operate and compete simultaneously. Industrial Marketing Management 29(5): 411-426.
5. BusinessWeek. (2007) The world's most innovative companies, http://www.businessweek.com/innovate/content/may2007/id20070504-051674.htm, accessed 6 October 2010.
6. CAPS (Center of Strategic Supply Research). (2005) Japan's Keiretsu as a Strategic Relationship with Suppliers. Tempe, AZ: CAPS.
7. Collinson, S. and Wilson, D.C. (2006) Inertia in Japanese organisations: Knowledge management routines and failure to innovate. Organisation Studies 27(9): 1359-1387.
8. Cusumano, M.A. and Takeishi, A. (1991) Supplier relations and management: A survey of Japanese, Japanese-transplant and U.S. auto plants. Strategic Management Journal 12(8): 563-588.
9. Das, T.K. and Teng, B.S. (2000) Instabilities of strategic alliances: An internal tensions perspective. Organisation Science 11(1): 77-101.
10. David, P. (1985) Clio and the economics of QWERTY. American Economic Review 75(2): 332-337.
11. De Banville, E. and Chanaron, J.-J. (1999) Inter-firm relationships and industrial models. In: Y. Lung, J.J. Chanaron, T. Fujimoto and D. Raff (eds.) Coping with Variety. Aldershot, UK: Ashgate, pp. 364-390.
12. Dhanaraj, C., Lyles, M.A., Steensma, H.K. and Tihanyi, L. (2004) Managing tacit and explicit knowledge transfer in IJVs: The role of relational embeddedness and the impact on performance. Journal of International Business Studies 35(5): 428-442.
13. Dussage, P., Garrette, B. and Mitchell, W. (2000) Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management Journal 21: 99-126.
14. Dyer, J.H. (1996a) Does governance matter? Keiretsu alliances and asset specificity as sources of Japanese competitive advantage. Organisation Science 7(6): 649-666.
15. Dyer, J.H. (1996b) Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal 17(4): 271-291.
16. Dyer, J.H. (2000) Collaborative Advantage - Winning through Extended Enterprise Supplier Networks. Oxford, UK: Oxford University Press.
17. Dyer, J.H. and Chu, W. (2003) The role of trustworthiness in reducing transaction costs and improving performance: Empirical evidence from the United States, Japan and Korea. Organisation Science 14(1): 57-68.
18. Dyer, J.H. and Nobeoka, K. (2000) Creating and managing a high-performance knowledge-sharing network. Strategic Management Journal 21(3): 345-367.
19. Dyer, J.H. and Ouchi, W.G. (1993) Japanese-style partnerships: Giving companies a competitive edge. Sloan Management Review 3: 51-63.
20. Eisenhardt, K.M. (1989) Building theories from case study research. Academy of Management Journal 14(4): 532-550.
21. Ferrari, B.T. and Goethals, J. (2010) The art of innovation. McKinsey Quarterly 16(3): 1-12.
22. Flanagan, J.C. (1954) The critical incident technique. Psychological Bulletin 51(4): 327-358.
23. Flyvbjerg, B. (2006) Making organisation research matter: Power, values and phronesis. In: S.R. Clegg, C. Hardy, T. Lawrence and W. Nord (eds.) The SAGE Handbook of Organisation Studies. Thousand Oaks, CA: Sage, pp. 370-387.
24. Fujimoto, T. (2007) Competing to be Really, Really Good: The Behind-the-scenes Drama of Capabilitybuilding Competition in the Automobile Industry. Tokyo: International House of Japan.
25. Gnyawali, D.R. and Madhavan, R. (2001) Co-operative networks and competitive dynamics. Academy of Management Review 26(3): 431-445.
26. Gomes-Casseres, B. (1996) The Alliance Revolution: The New Shape of Business Rivalry. Boston, MA: Harvard University Press.
27. Granovetter, M. (1973) The strength of weak ties. American Journal of Sociology 78: 1287-1303.
28. Grunwald, W. (1982) Konflikt-Konkurrenz-Kooperation: Eine theoretisch-empirische Konzeptanalyse. In: W. Grunwald and H.-G. Lilge (eds.) Kooperation und Konkurrenz in Organisationen. Bern, Switzerland: Haupt Verlag, pp. 50-107 (in German).
29. Hahn, C.K., Kim, K.H. and Kim, J.S. (1986) Costs of competition: Implications for purchasing strategy. Journal of Purchasing and Materials Management 22(4): 2-7.
30. Hamel, G. (1991) Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal 12: 83-103.
31. Hartley, J. and Jones, G. (1997) Process-oriented supplier development. International Journal of Purchasing and Materials Management 33(3): 24-29.
32. Hayek, F.A. (1968) Der Wettbewerb als Entdeckungsverfahren. Kiel, Germany: Kieler Vorträge (in German).
33. Hedlund, G. and Nonaka, I. (1993) Models of knowledge management in the West and Japan. In: P. Lorange, B. Chakravarthy, J. Roos and A. Van de Ven (eds.) Implementing Strategic Processes: Change, Learning and Co-operation. Oxford, UK: Blackwell, pp. 117-144.
34. Helper, S. (1993) An exit-voice analysis of supplier relations: The case of the US automobile industry. In: G. Grabher (ed.) The Embedded Firm. London and New York: Thomson Learning, pp. 141-160.
35. Helper, S.R. and Sako, M. (1995) Supplier relations in Japan and the United States: Are they converging? Sloan Management Review 36(3): 77-84.
36. Hines, P. (1994) Creating World Class Suppliers - Unlocking Mutual Advantage. London: Financial Times Management.
37. Ichijo, K. (2002) Knowledge exploitation and knowledge exploration: Two strategies for knowledge-creating companies. In: C.W. Choo and N. Bontis (eds.) The Strategic Management of Intellectual Capital and Organisational Knowledge. New York: Oxford University Press, pp. 477-483.
38. Ichijo, K. and Kohlbacher, F. (2007) The Toyota way of global knowledge creation: The learn local-act global strategy. International Journal of Automotive Technology and Management 7(2/3): 116-134.
39. Ichijo, K. and Kohlbacher, F. (2008) Tapping tacit local knowledge in emerging markets - The Toyota way. Knowledge Management Research and Practice 6(3): 173-186.
40. Ichijo, K. and Rädler, G. (2006) Toyota's Strategy and Initiatives in Europe: The Launch of the Aygo. IMD Case Study, IMD-3-1673, http://www.ecch.com/, accessed 6 October 2010.
41. Inpken, A.C. (2000) Learning through joint ventures: A framework of knowledge acquisition. Journal of Management Studies 37(7): 1019-1043.
42. Jarillo, J.C. (1988) On strategic networks. Strategic Management Journal 9(1): 31-41.
43. Khanna, T., Gulati, R. and Nohria, N. (1998) The dynamics of learning alliances: Competition, co-operation and relative scope. Strategic Management Journal 19: 193-210.
44. Kohlbacher, F. (2007) International Marketing in the Network Economy: A Knowledge-based Approach. Basingstoke, UK: Palgrave Macmillan.
45. Kotabe, M., Martin, X. and Domoto, H. (2003) Gaining from vertical partnerships: Knowledge transfer, relationship duration and supplier performance improvement in the U.S. and Japanese automotive industries. Strategic Management Journal 24(4): 293-316.
46. Lado, A.A., Boyd, N.G. and Hanlon, S.C. (1997) Competition, co-operation and the search for economic rents. Academy of Management Review 22(1): 110-141.
47. Lamming, R. (1993) Beyond Partnerships. New York: Prentice Hall.
48. Larsson, R., Bengtsson, L., Henriksson, K. and Sparks, J. (1998) The inter-organisational learning dilemma: Collective knowledge development in strategic alliances. Organisation Science 9(3): 285-305.
49. Liker, J.K. (2004) The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. New York: Mcgraw-Hill Professional.
50. Liker, J.K. and Choi, T.Y. (2004) Building deep supplier relationships. Harvard Business Review 82(12): 104-113.
51. Lincoln, J.R., Ahmadjian, C.L. and Mason, E. (1998) Organisational learning and purchase-supply relations in Japan: Hitachi, Matsushita and Toyota compared. California Management Review 40(3): 241-264.
52. Luhmann, N. (1984) Soziale Systeme. Grundriss einer allgemeinen Theorie. Frankfurt a.M.: Suhrkamp (in German).
53. March, J.G. (1991) Exploration and exploitation in organisational learning. Organisation Science 2(1): 71-87.
54. Miles, M.B. and Hubermann, A.M. (1994) Qualitative Data Analysis. Thousand Oaks, CA: Sage.
55. Nalebuff, B.J. and Brandenburger, A.M. (1996) Co-opetition. New York: Broadway Business.
56. Nichiguchi, T. (1994) Strategic Industrial Sourcing - The Japanese Advantage. New York and Oxford: Oxford University Press.
57. Nonaka, I. (1994) A dynamic theory of organisational knowledge creation. Organisation Science 5(1): 14-34.
58. Nonaka, I. and Peltokorpi, V. (2006) Knowledge-based view of radical innovation: Toyota Prius case. In: J. Hage and M. Meeus (eds.) Innovation, Science and Institutional Change: A Research Handbook. New York: Oxford University Press, pp. 88-104.
59. Nonaka, I. and Takeuchi, H. (1995) The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
60. Nonaka, I., Toyama, R. and Hirata, T. (in collaboration with Bigelow, S., Hirose, A. and Kohlbacher, F.) (2008) Managing Flow: A Process Theory of the Knowledge-based Firm. Basingstoke, UK: Palgrave Macmillan.
61. Odagiri, H. (1992) Growth through Competition, Competition through Growth. New York: Oxford University Press.
62. Padula, G. and Dagnino, G.B. (2007) Untangling the rise of co-opetition. International Journal of Management and Organisations 37(2): 32-52.
63. Park, S.H. and Russo, M. (1996) When competition eclipses co-operation: An event history analysis of joint venture failure. Management Sciences 42: 857-890.
64. Powell, W.W. (1990) Neither market nor hierarchy: Network forms of organisation. Research in Organisational Behavior 12: 295-336.
65. Quintana-Garcia, C. and Benavides-Velasco, C.A. (2004) Co-operation, competition and innovative capability: A panel data of European dedicated biotechnology firms. Technovation 24(12): 927-938.
66. Sako, M. (1996) Supplier associations in the Japanese automobile industry: Collective action for technology diffusion. Cambridge Journal of Economics 20: 651-671.
67. Sako, M. (2004) Supplier development at Honda, Nissan and Toyota: Comparative case studies of organisational capability enhancement. Industrial and Corporate Change 13(2): 281-308.
68. Schumpeter, J. (1962) Capitalism, Socialism and Democracy. New York: Harper & Row.
69. Shimizu, K. (1998) A new Toyotaism? In: M. Freyssenet, A. Mair, K. Shimizu and G. Volpato (eds.) One Best Way? Trajectories and Industrial Models of the World's Automobile Producers. Oxford: Oxford University Press, pp. 63-90.
70. Smitka, M.J. (1991) Competitive Ties: Subcontracting in the Japanese Automotive Industry. New York: Columbia University Press.
71. Tae-Hoon, P. (2007) Hierarchical structures and competitive strategies in car development: Interorganisational relationships with Toyota's first-, second- and third-tier suppliers. Asian Business and Management 6: 179-198.
72. Takeishi, A. (2002) Knowledge partitioning in inter-firm division of labour: The case of automotive product development. Organisation Science 13(3): 321-338.
73. Takeishi, A. and Fujimoto, T. (2001) Modularisation in the auto industry: Interlinked multiple hierarchies of product, production and supplier systems. International Journal of Automotive Technology and Management 1(4): 379-396.
74. Tang, J. (2006) Competition and innovation behaviour. Research Policy 35: 68-82.
75. Toyota Boshoku. (2004) Annual report, http://www.toyota-boshoku.co.jp/en/ release/04051001e .html, accessed 26 April 2010.
76. Toyota Motor Corporation. (2005) Annual report, http://www.toyota.co.jp/ en/ir/library/annual/ pdf/2005/ar05-e.pdf, accessed 26 April 2010.
77. US patent database. (2010) Patent full-text databases, http://patft1.uspto.gov/netahtml/PTO/searchadv. htm, accessed 26 April 2010.
78. Verband Deutscher Automobilhersteller (VDA). (2008) Innovationsstrategien erfolgreicher Automobilzulieferer. Materialen zur Automobilindustrie Band, Research Report 40 (in German).
79. Weick, K.E. (1996) Drop your tools: Allegory for organisational studies. Administrative Science Quarterly 41(2): 301-313.
80. Wu, Y. and Choi, T.Z. (2005) Supplier-supplier relationships in the buyer-supplier triad: Building theories from eight case studies. Journal of Operations Management 24(1): 27-52.
81. Yin, R.K. (2003) Case Study Research, Design and Methods. Thousand Oaks, CA: Sage.