After two decades of reinvention, Japanese companies are re-emerging as major players in the new digital economy. They have responded to the rise of China and new global competition by moving upstream into critical deep-tech inputs and advanced materials and components. This new "aggregate niche strategy" has made Japan the technology anchor for many global supply chains. Although the end products do not carry a "Japan Inside" label, Japan plays a pivotal role in our everyday lives across many critical industries. This book is an in-depth exploration of current Japanese business strategies that make Japan the world's third-largest economy and an economic leader in Asia. To accomplish their reinvention, Japan's largest companies are building new processes of breakthrough innovation. Central to this book is how they are addressing the necessary changes in organizational design, internal management processes, employment, and corporate governance. Because Japan values social stability and economic equality, this reinvention is happening slowly and methodically, and has gone largely unnoticed by Western observers. Yet, Japan's more balanced model of "caring capitalism" is both competitive and transformative, and more socially responsible than the unbridled growth approach of the United States.

Between 2002 and 2008, Japan's economy saw constant expansion, a record among the world's advanced economies and Japan's longest period of economic growth since World War II. This remarkable achievement came about because of a transformation of Japanese business practices. This transformation was guided by strategies that enabled Japan's leading corporations, previously diversified to an exceptionally high degree, to become leaner, more nimble, and more competitive at home and in the global economy. In Choose and Focus, the first in-depth account of this strategic inflection point in Japanese business, Ulrike Schaede argues that the emerging practices and attitudes have created a New Japan. Drawing on profiles of several corporations, including Panasonic, Takeda and Astellas, Softbank, kakaku.com, and SBI E*Trade, Schaede explains how the fundamental principles of Japan's economy have been overturned. "Choose and focus" strategies, whereby corporations concentrate on core areas and spin off unrelated businesses, have completely altered the strategic logic of Japan's previous industrial architecture. These surprisingly aggressive moves, Schaede finds, have created new market opportunities for start-up enterprises and foreign investors, as well as a wave of mergers, acquisitions, and hostile takeovers that have shaken Japanese companies out of complacency. Unlike the advances made by Japanese firms in the 1970s and 1980s, the current transformation is taking root in component and materials industries rather than in consumer products. Because of the relative obscurity of the changes and the overshadowing story of China's ascent, the Japanese corporate revolution has gone largely unnoticed among Western observers. Choose and Focus is required reading for anyone doing business in Japan or trying to understand how contemporary Japanese business works and how Japanese corporations have reinvented themselves to face the challenges—and realize the opportunities—of the 21st century.

For Japan, as one of the victorious allies, World War I meant territorial gains in China and the Pacific. At the end of the war, however, Japan discovered that in modeling itself on imperial Germany since the nineteenth century, it had perhaps been imitating the wrong national example. Japanese policy debates during World War I, particularly the clash between proponents of greater democratization and those who argued for military expansion, thus became part of the ongoing discussion of national identity among Japanese elites. This study links two sets of concerns--the focus of recent studies of the nation on language, culture, education, and race; and the emphasis of diplomatic history on international developments--to show how political, diplomatic, and cultural concerns work together to shape national identity.

This is the first book to examine how Japan has incorporated the ancient philosophies with modern business management methods. The new Japanese renaissance as described in this book provides a proven blueprint for American companies still reeling from the economic downturn in the U.S. Mark Fuller is the Chairman and CEO of the Monitor Group, a highly prestigious international consultancy that will use this as their firm's flagship book. It features case studies and examples from both Japanese and American companies that illustrate how managers across the globe have used methods born from Japanese philosophy to transform their own organizations.

Japan grew explosively and consistently for more than a century, from the Meiji Restoration until the collapse of the economic bubble in the early 1990s. Since then, it has been unable to restart its economic engine and respond to globalization. How could the same political–economic system produce such strongly contrasting outcomes? This book identifies the crucial variables as classic Japanese forms of socio-political organization: the "circles of compensation." These cooperative groupings of economic, political, and bureaucratic interests dictate corporate and individual responses to such critical issues as investment and innovation; at the micro level, they explain why individuals can be decidedly cautious on their own, yet prone to risk-taking as a collective. Kent E. Calder examines how these circles operate in seven concrete areas, from food supply to consumer electronics, and deals in special detail with the influence of Japan's changing financial system. The result is a comprehensive overview of Japan's circles of compensation as they stand today, and a road map for broadening them in the future.

This book looks at the emergence of internationally linked Japanese nongovernmental advocacy networks that have grown rapidly since the 1990s in the context of three conjunctural forces: neoliberalism, militarism, and nationalism. It connects three disparate literatures—on the global justice movement, on Japanese civil society, and on global citizenship education. Through the narratives of fifty activists in eight overlapping issue areas—global governance, labor, food sovereignty, peace, HIV/AIDS, gender, minority and human rights, and youth—Another Japan is Possible examines the genesis of these new social movements; their critiques of neoliberalism, militarism, and nationalism; their local, regional, and global connections; their relationships with the Japanese government; and their role in constructing a new identity of the Japanese as global citizens. Its purpose is to highlight the interactions between the global and the local—that is, how international human rights and global governance issues resonate within Japan and how, in turn, local alternatives are articulated by Japanese advocacy groups—and to analyze citizenship from a postnational and postmodern perspective.