How Strategic Alliances Change: The Case of the Japanese Semiconductor Business

Authors

  • Yoshiya Teramoto Economics Faculty, Hokkaido University, Hokkaido, Japan
  • Naoto Iwasaki Iwasaki Economics Faculty, Seijo University, Tokyo, Japan
  • Tohru Takai Economics Faculty, Obirin University, Tokyo, Japan

DOI:

https://doi.org/10.32890/mmj1997.2.2.6

Keywords:

Alliance

Abstract

The structure of the semiconductor industry has been changing recently. Japanese companies have lost their competitiveness, while their US and Korean counterparts have been strengthening theirs. At the same time, the map of the inter-firm relationships in the IT industry is changing. Patterns of strategic alliances in the semiconductor business have been evolving and have become complicated. We will investigate the transformation of strategic alliances, and we will propose how Japanese semiconductor companies can recover through a new type of alliance.

 

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References

Hamel, G., & Prahalad, C. K.(1994). Competing for the Future, Boston: HBS Press.

Matsumoto, T. (1994). Interview Report, Weekly Toyokeizai, 5 Feb., Tokyo: Toyokeizai.

Nakagawa, Y. (1989). Toshiba’s Semiconductor Strategy, Tokyo: Diamond Publishing Firms.

Prahalad, C. K., & Hamel, G. (1989). The Core Competence of the Corporation Strategy, Boston: HBS Press.

Shimizu, K. (1989). Changing Business Structure of Hitachi, Britannica, Tokyo: TBS.

Teramoto, I., & Takai, T. (1993). New Era of Strategic Alliance, Grand Strategy, Tokyo: Japan Management Association Management Centre. Malaysian Management Journal 2 (2), 73-85 (1997)

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Published

01-12-1997

Issue

Vol. 2 No. 2 (1997): Malaysian Management Journal (MMJ) Vol. 2 No. 2 Dec 1997

Section

Articles

How to Cite

Teramoto, Y., Iwasaki, N. I., & Takai, T. (1997). How Strategic Alliances Change: The Case of the Japanese Semiconductor Business. Malaysian Management Journal, 2(2), 73-85. https://doi.org/10.32890/mmj1997.2.2.6

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Identifiers DOI 10.32890/mmj1997.2.2.6