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Ware ware nihonjin but we're not all alike: How Japanese managers champion innovation

Beechler, Schon; Shane, Scott; Taylor, Sully

This paper, using a study based on a survey of 678 managers in 8 Japanese firms, examines the similarities and differences in the preferred styles of innovation championing that exist across large established Japanese companies. The results of the study show that championing styles vary greatly across Japanese organizations. The implication of this finding is that research on Japanese firms should avoid looking only for similarities which reinforce stereotypes of a "Japanese way" of managing the innovation process.

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Academic Units
Center on Japanese Economy and Business
Publisher
Center on Japanese Economy and Business, Graduate School of Business, Columbia University
Series
Center on Japanese Economy and Business Working Papers, 104
Published Here
February 9, 2011
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