- The Strategic Management of Place
- Talent, Cities, and Competitiveness
- Enabling Entrepreneurial Ecosystems
- Construction of the Cluster Commons
- Keeping Up In an Era of Global Specialization: Semi-Public Goods and the Competitiveness of Integrated Manufacturing Districts
- Something New: Where Do New Industries Come From?
- Local Competitiveness Fostered through Local Institutions for Entrepreneurship
- The National Resource Curse in the Arab Gulf: Rapid Change and Local Culture
- The Role of Universities in Local and Regional Competitiveness
- The Grand Challenge Model of R & D
- Commercialization or Engagement: Which Is of More Significance for Regional Economies?
- Philanthropy, Competition, and Local Competitiveness: A Schumpeterian Conundrum
- Local Policies for High-Growth Firms
- Innovation Brokers
- Swimming Upstream: Why Regional Economic Development Depends on National Economic Competitiveness
- Competitive Advantages from University Research Parks
- The Co-creation of Locally Useful Knowledge by Business Schools
- Entrepreneurship and Sustainable Development: The Relevance of Shaping Intertemporal Local Intangible Conditions
- In Search of New Competitive Advantage: Japan’s Local Firms in Sustainable Business
- Assessing State-Level Science and Technology Policies: North Carolina’s Experience with SBIR State Matching Grants
- Clusters, Communities, and Competitiveness: An Emerging Model from America’s Midwest
- Lessons on Microenterprise Development from a University-Based Microlending Development Program
- A Region in Transition: Bottom-Up Economic Transformation in Postconflict Northern Ireland
- The 2008 Economic Crisis and Its Impact on Universities’ Competitiveness
- Smart Specialization and European Regional Development Policy
Abstract and Keywords
Japanese corporations are in transition from their successful organizational and business model in the high-growth era of the 1960s through the 1980s, to new models to adapt to the emerging business environment of the last 20 years. The adjustment process has been slow, but has provided new opportunities for the new generation of entrepreneurs who are willing to engage in business experimentation in new products, services, and business models. Although it is still premature to predict, this chapter finds that these innovative firms that take sustainability at the heart of their business concepts and that have a clear customer value propositions are gaining traction in the marketplace and creating new sustainable values.
Consultant Group Manger, E-Square Inc
President, E-Square Inc
Claremont Graduate University
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.