Toshihiro Nishiguchi

This book brings together the research of a number of scholars in the field of knowledge creation and imparts a sense of order to the field. The chapters share three characteristics: they are all grounded in extensive qualitative and/or quantitative research; they all go beyond the mere description of the knowledge-creation process and offer both theoretical and strategic implications; they share a view of knowledge creation and knowledge transfer as delicate processes, necessitating particular forms of support from managers.

Japanese industrial firms have developed a system of subcontracting with suppliers that has played a major role in their world-wide success. This book explores the historical evolution of subcontracting in Japan and analyses it in current practice. It develops a theory of `strategic dualism' that after nearly six decades of evolution is a new mode of contractual relations, based on principles of problem-solving collaborative manufacturing. This new form of contractual relations is supported by a range of institutional arrangements that drive prime contractors and subcontractors towards continuous improvement in product quality and cost reduction. It argues that this system is possible in a range of cultures different from Japan.