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Managing Suppliers: Incentive Systems in Japanese and U.S. Industry
Abstract
U.S. industry is changing. More work is being subcontracted; longer-tern relationships are being developed with fewer suppliers; suppliers are being given more design responsibilities; and there is more monitoring of suppliers' quality. These changes, moving U.S. business practices closer to Japanese business practices, recognize the indubitable success of Japanese methods of organizing production. This article examines the structure of incentives offered to supplier firms in Japan and compares them with U.S. practices.
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Citations
Cited by
THE ‘COMPARATIVE INSTITUTIONAL’ THEORY OF THE FIRM: SOME IMPLICATIONS FOR CORPORATE STRATEGY*
Hennart, J. (1994) · Journal of Management Studies · doi:10.1111/j.1467-6486.1994.tb00771.x · Cited by 77
Herz, T. P., Hamel, F., Uebernickel, F., & Brenner, W. (2013) · International Journal of Accounting Information Systems · doi:10.1016/j.accinf.2012.12.003 · Cited by 8
Metadata
- Authors
- McMillan, J.
- Venue
- California Management Review
- Publisher
- SAGE Publications
- Published
- 1990-07
- Volume
- 32
- Issue
- 4
- Pages
- 38-55
- ISSN
- 0008-1256 (ISSN-L)
- 2162-8564
- OpenAlex
- W2275408433
- Cited by
- 234
- References
- 0
- FWCI
- 9.13
- Type
- journal article
- Language
- en
- Open access
- closed
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- McMillan, J. (1990). Managing Suppliers: Incentive Systems in Japanese and U.S. Industry. California Management Review. https://doi.org/10.2307/41166627
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
