Abstract
The Japanese semiconductor industry has shown a history of remarkable development from its dependence on U.S. technology in the 1950s and 1960s to the world leading position in the 1980s, especially in the area of dynamic random access memory. An important part of the explanation for such dynamic development is cooperative, flexible, long-term interfirm relations. Competitive-cum-cooperative (CCC) interfirm relations came to be developed because of the pressure to cope with turbulent market conditions, while top-level company managers were restricted in their strategic choices by Japan’s institutional inheritance of interpersonalism. Such difficulty was overcome not by introducing completely new practices, but by making good use of this inheritance and incorporating goal- and future-oriented elements in the values and norms sustaining interfirm relations. Path-dependent institutional development that gradually took place from the late 1960s through the oil crises was an important source of dynamic development in the Japanese semiconductor industry. Though the industry’s golden age in terms of a world market share has ended, it still continues to demonstrate world leadership. The CCC interfirm relations remain a vital source of dynamic development; they determine how each type of partner contributes to the operations of a semiconductor company and consequently the overall structure of intra-and interfirm relations in the industry.
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Okada, Y. (2000). CCC Dynamics and Structure of Intra- and Interfirm Relations. In: Competitive-cum-Cooperative Interfirm Relations and Dynamics in the Japanese Semiconductor Industry. Springer, Tokyo. https://doi.org/10.1007/978-4-431-67923-3_7
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