Advertisement

Entrance to the Japanese Market

  • Ralf Bebenroth
Chapter

Abstract

This chapter examines foreign firms’ perceptions of market barriers related to the access, quality of inter-organizational institutions and their market commitment and performance in Japan. Findings suggest that foreign firms that perceive a higher level of macro-level institutional barrier are likely to have an unfavorable assessment of the accessibility of the Japanese distribution system. It was also found that firms with a favorable assessment of the accessibility of the Japanese distribution system are likely to develop better inter-organizational networks. Finally, the findings suggest that firms with a higher level of commitment to and performance in Japan are characterized by a favorable assessment of the accessibility of the Japanese distribution system and having better inter-organizational networks. However, years of experience in Japan or support of Sogo Shosha did not influence firms’ perceived institutional barriers.

Keywords

Distribution System Foreign Market Foreign Firm Market Entry Informal Institution 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Abrahamson E, Fombrun CJ (1994) Macrocultures: determinants and consequences. Acad Manage Rev 19(4):728–755Google Scholar
  2. Amin A (1999) An institutionalist perspective on regional economic development. Int J Urban Reg Res 23:365–378CrossRefGoogle Scholar
  3. Aoyama Y (2007) Oligopoly and the structural paradox of retail TNCs: an assessment of Carrefour and Wal-Mart in Japan. J Econ Geogr 7(4):471–490CrossRefGoogle Scholar
  4. Bebenroth R, Kshetri N, Huenerberg R (2014) Foreign firms’ access to the Japanese market. Eur J Int Manage 8(1):1–19CrossRefGoogle Scholar
  5. Borin N, Vranken CV, Farris PW (1991) A Pilot test of discrimination in the japanese distribution. J Retail 67(1):93–106Google Scholar
  6. Bresser RKF, Millonig K (2003) Institutional capital: competitive advantage in light of the new institutionalism in organization theory. Schmalenbach Bus Rev 55(3):220–241Google Scholar
  7. Canabal A, White GO III (2008) Entry mode research: past and future. Int Bus Rev 17:267–284CrossRefGoogle Scholar
  8. Churchill AG (1979) A paradigm for developing better measures of marketing constructs. J Mark Res 16(1):64–73CrossRefGoogle Scholar
  9. Clark E, Soulsby A (1999) Organisational change in post-communist Europe. Routledge, LondonGoogle Scholar
  10. Cunningham MT, Calligan K (1991) Competitiveness through networks of relationships in information technology product markets. In: Paliwoda SJ (ed) New perspectives on international marketing. Routledge, London, pp 509–524Google Scholar
  11. Czinkota MR, Kotabe M (2000) Entering the Japanese market. Ind Mark Manage 29:483–491CrossRefGoogle Scholar
  12. Delios A, Makino S (2003) Timing of entry and the foreign subsidiary performance of Japanese firms. J Int Mark 11(3):83–105CrossRefGoogle Scholar
  13. Dickson MW, BeShears RS, Gupta V (2004) The impact of societal culture and industry on organizational culture: Theoretical explanations. In: House RJ, Hanges PJ, Javidan M, Dorfman PW, Gupta V (eds) Culture, leadership, and organizations : the GLOBE study of 62 societies. Sage, California, pp 74–90Google Scholar
  14. Dienhart JW (2000) Business institutions, and ethics. Oxford University Press, New YorkGoogle Scholar
  15. Edelman LB, Suchman MC (1997) The legal environments of organizations. Annu Rev Sociol 23:479–515CrossRefGoogle Scholar
  16. Evans J, Treadgold A, Mavondo F (2000) Psychic distance and the performance of international retailers: a suggested theoretical framework. Int Mark Rev 17(4/5):373–391CrossRefGoogle Scholar
  17. Grewal R, Dharwadkar R (2002) The role of the institutional environment in marketing channels. J Mark 66(3):82–97CrossRefGoogle Scholar
  18. Hadley RD, Wilson HIM (2003) The network model of internationalization and experiential knowledge. Int Bus Rev 12:697–717CrossRefGoogle Scholar
  19. Haghirian P (2007) Markteintritt in Japan. Orac-Wirtschaftspraxis, ViennaGoogle Scholar
  20. Hofstede G (2001) Culture’s consequences: comparing values, behaviors, institutions and organizations across nations. Sage, Thousand OaksGoogle Scholar
  21. Ibrahim G, Galt V (2002) Bye-bye central planning, hello market hiccups: institutional transition in Romania. Cambridge J Econ 26(1):105–118CrossRefGoogle Scholar
  22. Jansson H, Sandberg S (2008) Internationalization of small and medium sized enterprises in the Baltic Sea Region. J Int Manage 14:65–77CrossRefGoogle Scholar
  23. Johanson J, Mattsson LG (1989) Internationalisation in industrial systems—a network approach. In: Hood N, Vahlne J-E (eds) Strategies in global competition. Routledge, London. pp 287–314Google Scholar
  24. Johanson J, Vahlne JE (1977) The internationalization process of a firm- a model of knowledge development and increasing foreign market commitments. J Int Bus Stud 8:23–32CrossRefGoogle Scholar
  25. Johanson J, Vahlne JE (1990) The mechanism of internationalization. Int Mark Rev 7(4):11–24CrossRefGoogle Scholar
  26. Johanson J, Vahlne JE (1992) Management of foreign market entry. Scand Int Bus Rev 1(3):9–27CrossRefGoogle Scholar
  27. Kim JO, Mueller CW (1978) Factor analysis: statistical methods and practical issues. Sage, Beverly HillsGoogle Scholar
  28. Kimberly JR (1981) Managerial innovation. In: Nystrom PC, Starbuck WH (eds) Handbook of organizational design. Oxford University, New York, pp 84–104Google Scholar
  29. Larke R, Causton M (2005) Japan—a modern retail superpower. Palgrave Macmillan, BasingstokeCrossRefGoogle Scholar
  30. Larke R, Keri D (2007) Recent changes in the Japanese wholesale system and the importance of the Sogo Shosha. Int Rev Retail Distrib Consum Res 17(4):377–390CrossRefGoogle Scholar
  31. Macy MW, Willer R (2002) From factors to actors: computational sociology and agent-based modeling. Annu Rev Sociol 28:143–166CrossRefGoogle Scholar
  32. Meyer-Ohle H (2007) Veränderungen im japanischen Distributionssystem. In: Moerke A, Walke A (eds) Japans Zukunftindustrien. Springer, Heidelberg, pp 351–361Google Scholar
  33. Moore CM, Doherty AM, Doyle SA (2010) Flagship stores as a market entry method: the perspective of luxury fashion retailing. Eur J Mark 44(1/2):139–161CrossRefGoogle Scholar
  34. Morgan K (1997) The learning region: institutions, innovation and regional renewal. Reg Stud 31(5):491–503CrossRefGoogle Scholar
  35. Mulgan G (1994) Democratic dismissal, competition, and contestability among the quangos. Oxford Rev Econ Policy 10(3):51–60CrossRefGoogle Scholar
  36. North DC (1990) Institutions, institutional change and economic performance. Harvard University, CambridgeCrossRefGoogle Scholar
  37. North DC (1996) Epilogue: economic performance through time. In: Alston LJ, Eggertsson T, North DC (eds) Empirical studies in institutional change. Cambridge University Press, Cambridge, pp 342–355Google Scholar
  38. Nunnally JC (1978) Psychometric theory (2nd Ed). McGraw-Hill, New York.Google Scholar
  39. O’Farell PN, Wood PA, Zheng J (1998) Regional influences on foreign market development by business service companies: elements of strategic context explanation. Reg Stud 32(1):31–48CrossRefGoogle Scholar
  40. O’Grady, Shawna L, Henry (1996) The psychic distance paradox. J Int Bus Stud 27(2):309–333Google Scholar
  41. Parto S (2005) Economic Activity and Institutions: Taking Stock. J Econ Issues 39(1):21–52Google Scholar
  42. Pfeffer J (1981) Management as symbolic action. Res Organ Behav 3:1–52Google Scholar
  43. Pil F, Leana C (2009) Applying organizational research to public school reform: the effects of teacher human and social capital on student performance. Acad Manage J 2009:1101–1124Google Scholar
  44. Prime N, Obadia C, Vida I (2009) Psychic distance in exporter-importer relationships: a grounded theory approach. Int Bus Rev 18:184–198CrossRefGoogle Scholar
  45. Rai A, Borah S, Ramaprasad A (1996) Critical success factors for strategic alliances in the information technology industry: an empirical study. Decis Sci 27(1):141–155CrossRefGoogle Scholar
  46. Sano Y (1995) Human resource management in Japan. Keio University, TokyoGoogle Scholar
  47. Schaefer P (2006) Handel in Japan—Strukturen und Entwicklungstendenzen. In: Zentes J (eds) Handbuch handel. Gabler, Wiesbaden, pp 209–231Google Scholar
  48. Scott WR (1995) Institutions and organizations. Sage, CaliforniaGoogle Scholar
  49. Scott RW, Ruef M, Mendel PJ, Caronna CA (2000) Institutional change and healthcare organizations: from professional dominance to managed care. University of Chicago, ChicagoGoogle Scholar
  50. Sousa CMP, Bradley F (2006) Cultural distance and psychic distance: two peas in a Pod? J Int Mark 14(1):49–70CrossRefGoogle Scholar
  51. Suginohara M (2008) The politics of economic nationalism in japan: backlash against inward foreign direct investment? Asian Surv 48(5):839–859CrossRefGoogle Scholar
  52. Suigai S (2009) Kokusai kigyo karefu-ru ni hiru honkokku no kishingo [Yellow light on the country for an international company like Carrefour]. Gekiryu 7:136–140Google Scholar
  53. Tahara K (2008) Eraberareruten no himitsu [The secret of a choosen shop]. Daiamondo 10(18):30–38Google Scholar
  54. Tahara K, Inoue K (2009) Yotsu mega hyakaten no senryaku to nandai [Strategy and problems of four mega department stores]. Daiamondo 10(18):36–38Google Scholar
  55. Welch DE, Welch LS, Young LC, Wilkinson IS (1998) The importance of networks in export promotion: policy issues. J Int Mark 6(4):66–82Google Scholar
  56. Wind Y, Douglas SP, Perlmutter HV (1973) Guidelines for developing international marketing strategies. J Mark 37:14–23CrossRefGoogle Scholar
  57. Zeithaml VA, Berry LL, Parasuraman A (1996) The behavioral consequences of service quality. J Mark 60(2):31–46CrossRefGoogle Scholar
  58. Zweynert J, Goldschmidt N (2006) The two transitions in central and eastern europe as processes of institutional transplantation. J Econ Issues 40(4):895–918Google Scholar

Copyright information

© Springer Japan 2015

Authors and Affiliations

  1. 1.Kobe University Research Institute for Economics & Business Administration (RIEB)KobeJapan

Personalised recommendations