References [1] Atsuko Abe. The Relationship between Japan and the European Union: Domestic Politics and Transnational Relations. Athlone Press, 1999. [2] Kōbō Abe. Women in the Dunes. Knopf, 1964. Translated by E. Dale Saunders. [3] Kōbō Abe. Friends. Grove, 1969. Translated by Donald Keene. [4] Kōbō Abe. The Box Man. Putnam Perigee, 1981. Translated by E. Dale Saunders. [5] Hallett E. Abend. Japan Unmasked. 1941. [6] Joyce Ackroyd. Told Round a Brushwood Fire: The Autobiography of Arai Hakuseki. University of Arizona Press, 1980. translated by Joyce Ackroyd. [7] Roy H. Akagi. Japan’s Foreign Relations, 1542-1936. 1936. [8] Motojiro Akashi. Rakka Ryusui: Colonel Akashi’s Report on His Secret Cooperat?? 1988. [9] George Akita. Foundations of Constitutional Government in Modern Japan, 1868-1900. Harvard University Press, 1967. [10] George Akita. An examination of e.h. norman’s scholarship. The Journal of Japanese Studies, 3(2), 1977.

http://openhistory.org/jhdp/download/bibliography/0.0.6/japanese_history.pdf

BibTex List of Materials Related to the Study of Japanese History

The US-China trade war forced a reluctant semiconductor industry into someone else’s fight, a very different position from its leading role in the 1980s trade conflict with Japan. This paper describes how the political economy of the global semiconductor industry has evolved since the 1980s. That includes both a shift in the business model behind how semiconductors go from conception to a finished product as well as the geographic reorientation toward Asia of demand and manufactured supply. It uses that lens to explain how, during the modern conflict with China, US policymakers turned to a legally complex set of export restrictions targeting the semiconductor supply chain in the attempt to safeguard critical infrastructure in the telecommunications sector. The potentially far-reaching tactics included weaponization of exports by relatively small but highly specialized American software service and equipment providers in order to constrain Huawei, a Fortune Global 500 company. It describes potential costs of such policies, some of their unintended consequences, and whether policymakers might push them further in the attempt to constrain other Chinese firms.

How the United States Marched the Semiconductor Industry into Its Trade War with China

This paper analyzes Japanese manufacturing firms' export behavior and their performance. In a slow growth era, leading firms' and minor firms' export ratio tended to be less than that of follower medium market share firms in the same industry; there appears to be an inverted-U shape between export ratio and relative size of firms. An affiliation with a large industrial group has no positive relationship with export ratio, while other firm-specific factors do not show consistent relationships with it in the years 1971 to 1985. Exports and firm performance do not have a positive relationship. Competitive environment in the domestic market is related to the export strategy of Japanese firms.

Domestic Competitive Position and Export Strategy of Japanese Manufacturing Firms: 1971-1985

One of the most commonly encountered views about the Japanese economic system is that management in Japan is ‘long-term orientated’ in the sense of being able to plan for and implement long-term investment strategies. Abegglen and Stalk (1985, p. 188) argue that ‘managements of the kaisha [Japanese business corporation] are freed from the tyranny of accountants, and from the terrible pressures throughout the U.S. organizations for steady improvement in earnings per share … The Japanese manager is able to look further into the future and is freer to do what is necessary to ensure a successful future’.

Long-termism and the Japanese Firm

In recent years Japanese corporate organization and business and management practices have attracted widespread attention, although the focus of that attention has been shifting over time. After the high growth of the 1960s and the favorable structural adjustment to the "oil shocks" of the 1970s, Japan has continued to exhibit strong economic performance, to the point where per capita gross national product (GNP) now exceeds that in the United States. Much attention has been directed to understanding the organization and behavior of the firms whose operations have contributed to this economic performance. The perception that Japanese firm organization, both internal (the employment system) and external (capital structure and interfirm relations), differs in important ways from firm organization elsewhere, particularly in the other dominant economy, the United States, has intensified this interest, and has helped to stimulate a large body of literature on Japanese corporate organization and behavior in suc...

The Economics of Japanese Corporate Organization and the "Structural Impediments" Debate: A Critical Review

Outsider Trading: Coping with Japanese Industrial Organization

The Political Economy of Japan, Volume 2: The Changing International Context

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Outsider Trading: Coping with Japanese Industrial Organization

The Political Economy of Japan, Volume 2: The Changing International Context