BowerJoseph L., Managing the Resource Allocation Process, Division of Research, Graduate School of Business Administration, Harvard University, Cambridge, Massachusetts, 1970, pp. 7–8.
2.
A recent set of articles have begun to address this problem. See HayesR. H.AbernathyW. J., “Managing Our Way to Economic Decline,”Harvard Business Review (July/August 1980), p. 67; see also HayesR. H.GarvinJ. G., “Managing As If Tomorrow Mattered,”Harvard Business Review (May/June 1982), p. 71.
3.
Boston Consulting Group, Strategy Alternatives for the British Motorcycle Industry, Her Majesty's Stationary Office, London, 30 July 1975, p. XIV.
4.
PurkayasthaD., “Note on the Motorcycle Industry—1975,” 9-578-210, Harvard Business School, Cambridge, Massachusetts, Rev. 1/81, p. 5, 10, 11, 12.
5.
Boston Consulting Group, Strategy Alternatives, p. 59; also p. 40.
6.
SakiyaTetsuo, Honda Motor: The Men, The Management, The Machines (Tokyo, Japan: Kadonsha International, 1982), p. 119.
7.
RumeltRichard P., “A Teaching Plan for Strategy Alternatives for the British Motorcycle Industry,”Japanese Business: Business Policy, The Japan Society, New York, NY (1980), p. 2.
8.
Anon. Honda: A Statistical View, Overseas Public Relations Department of Honda Motor Co., Ltd., Tokyo, Japan (1982), p. 11.
9.
SakiyaTetsuo, “The Story of Honda's Founders,”Asahi Evening News, June 1–August 29, 1979, Series #19, Series #12; also Series #10, Series #2 and 3.
10.
Interviews with Honda executives, Tokyo, Japan, July 1980.
11.
Sakiya, Honda Motor, p. 69; also Sakiya, “Honda's Founders,” Series #4.
12.
Sakiya, “Honda's Founders,” Series #7 and 8.
13.
Sakiya, Honda Motor, p. 72.
14.
Sakiya, “Honda's Founders,” Series #2.
15.
Sakiya, Honda Motor, pp. 65–69; Sakiya, “Honda's Founders,” Series #6.
16.
Sakiya, Honda Motor, p. 73.
17.
Ibid, pp. 71–72.
18.
Ibid, p. 71.
19.
Data provided by Honda Motor Company, Tokyo, Japan, September 10–12, 1982.
20.
Sakiya, “Honda's Founders,” Series #11.
21.
Ibid, Series #13; also Sakiya, Honda Motor, p. 117.
22.
Sakiya, “Honda's Founders,” Series #11.
23.
PascaleRichard T., Interviews with Honda executives, Tokyo, Japan, September 10, 1982.
24.
Ibid.
25.
Data provided by Honda Motor Company.
26.
Pascale interviews.
27.
Ibid.
28.
Ibid.
29.
Ibid.
30.
Ibid.
31.
Ibid.
32.
The U.S. Federal Reserve Board's “Index of Industrial Production,” based on 235 different data series, registered a 15.6% increase (from 66.2 to 76.5) from 1960 to 1963 compared with a 9.1% decrease (from 152.5 to 138.6) from 1979 to 1982.
33.
HuntMichael, “Strategy in the Electric Appliance Industry” (Unpublished Ph.D. dissertation, Harvard Graduate School of Business Administration, Cambridge, Massachusetts, 1971). Also see HuntMichael, “Teaching Note on the Home Appliance Series,”Harvard Graduate School of Business Administration, Cambridge, Massachusetts, 1971.
34.
PascaleRichard T.AthosA. G., The Art of Japanese Management (New York, NY: Simon & Schuster, 1981).
35.
Development of the managerial implications of structure, systems, style, and staff draw heavily on the ideas of Thomas J. Peters. Also see WatermanR. H.PetersT. J.PhillipsJ. R., “Structure Is Not Organization,”Business Horizons, No. 80302 (June 1980).
36.
MintzbergHenry, The Nature of Managerial Work (New York, NY: Harper & Row, 1973).
37.
Much of this material on shared values is built upon the ideas of Anthony G. Athos. See PascaleAthos, The Art of Japanese Management.
38.
von HippelEric, “Users as Innovators, Technology Review (January 1978) pp. 31–39.