親企業がJクラブの戦略性に与える影響と対応
Author:
Affiliation:
1. Graduate School of Business Administration, Hitotsubashi University
2. Research Institute for Economics and Business Administration, Kobe University
Publisher
Japanese Association for Sport Management
Subject
General Medicine
Link
https://www.jstage.jst.go.jp/article/jjsm/15/1/15_2022-004/_pdf
Reference41 articles.
1. Ahmadjian, C. L. and Lincoln, J. R. (2001) Keiretsu, governance, and learning: Case studies in change from the Japanese automotive industry. Organization science, 12(6), 683-701.
2. Ambos, B., Asakawa, K., and Ambos, T. C. (2011) A dynamic perspective on subsidiary autonomy. Global Strategy Journal, 1(3-4), 301-316.
3. Ambos, B. and Schlegelmilch, B. B. (2007) Innovation and control in the multinational firm: a comparison of political and contingency approaches. Strategic Management Journal, 28(5): 473-486.
4. Aoki, K. and Lennerfors, T. T. (2013) Whither Japanese keiretsu? The transformation of vertical keiretsu in Toyota, Nissan and Honda 1991–2011. Asia Pacific Business Review, 19(1), 70-84.
5. Banerji, K. and Sambharya, R. (1996) Vertical keiretsu and international market entry: The case of the Japanese automobile ancillary industry. Journal of International Business Studies, 27(1): 89-113.
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