East Asian Capitalism

East Asian Capitalism: Diversity and Dynamism

A.E. Safarian
Wendy Dobson
Volume: 2
Copyright Date: 1996
Pages: 176
https://www.jstor.org/stable/10.3138/9781442674226
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  • Book Info
    East Asian Capitalism
    Book Description:

    Essays demonstrate how to reduce the entry cost ot North American businesses trying to penetrate East Asian markets.

    eISBN: 978-1-4426-7422-6
    Subjects: Business

Table of Contents

  1. Front Matter
    (pp. None)
  2. Preface
    (pp. i-iv)
    Wendy Dobson
  3. Table of Contents
    (pp. v-vi)
  4. The diversity and dynamism of capitalism in East Asia
    (pp. 1-18)
    A.E. Safarian and Wendy Dobson

    Until recently, East Asia’s forms of business organization were often seen merely as responses to underdeveloped markets. Yet, as East Asian competitors, led by the Japanese, have become formidable global competitors, and as Asian markets have grown in size and dynamism, we have started to take these business organizations—which some say practice “different forms of capitalism”— much more seriously.

    The first volume of theHongkong Bank of Canada Papers on Asiaexplained Canada’s relatively modest business presence in East Asia, and outlined the importance of the high and variable costs of entering these dynamic markets. This second volume focuses...

  5. The organization of capitalism in South Korea and Taiwan
    (pp. 19-44)
    Gary G. Hamilton

    Like iron filings to a magnet, almost every company of any size and international reputation is drawn to Asia. For the last three decades, Asia’s sustained rate of economic growth has been the highest in the world by far, and most analysts believe the same rate of growth will continue. The twenty-first century has already been dubbed “the Asian century.”

    Many European and American corporations worry about this extravagant expansion. They know that if they do not participate in the Asian boom, they will not only lose out on a chance to profit in Asia, but rapidly growing competition from...

  6. The paradox of China’s industrial reform
    (pp. 45-90)
    Gary H. Jefferson and Thomas G. Rawski

    A gradual shift from socialist planning to a market-driven system is propelling China toward the top echelon of global economic powers. China’s striking industrial growth has been powered by rural industrialization, foreign investment, a partially reformed state sector and, recently, the emergence of substantial private entrepreneurship.

    China’s reforms combine the gradual exposure of its socialist institutions to market pressures, and the creation of new, market-oriented forms of economic activity. As the economy has shifted toward greater market orientation, the goals of the country’s leaders have moved from tinkering with the socialist system, to creating what they call a “socialist market...

  7. Southeast Asian business systems: The dynamics of diversity
    (pp. 91-118)
    Linda Lim

    The outstanding characteristic of Southeast Asia is its diversity—diversity of cultures and political structures, diversity of economic development and diversity of business actors. Because of a history of openness to such external forces as immigration, investment and trade, Southeast Asia’s indigenous business system is a complex hybrid consisting of ethnic Chinese and indigenous capitalists who have relied on family networks and close links with rulers and governments. Southeast Asian business systems will continue to evolve in response to the dynamic economic and political environment in the region. This dynamism and diversity may be of particular interest to Canadian business...

  8. Hidden linkages in Japanese business
    (pp. 119-142)
    Richard W. Wright

    Japan’s business system is dominated bykeiretsu, powerful business groups that are probably the best known of the Asian business systems. Yet, in some ways,keiretsuare also the least understood by non-Japanese.

    Japan’s business system is significantly different from the business systems of most western countries. Long-term employment practices, collective decision-making approaches, close collaboration between business and government are obvious differences, even to a foreign business person only casually involved with Japan.

    Many people have written about the management processes and internal relationships within Japanese companies (Kono, 1984; McMillan, 1985; Pascale and Athos, 1981; Ouchi, 1981; Whitehill, 1991). Many...

  9. About the authors
    (pp. 143-144)
  10. Centre for International Business
    (pp. 145-146)