Ikujiro Nonaka

Kimio Kase

Eugene Choi

This book offers a meditation on the links between philosophy and its implementation, interpreting why and how a leader's "philosophy" strengthens his action predicated on the purposeful vision of life; and discusses the a hypothesis that performance control in management may be driven by transcendental and intrinsic motivations, contrasting with the traditional management control theory. It construes how Inamori's management philosophy disciplines accounting and finance management towards putting its basic tenets into practice. Examining, in particular, the history of Kyocera, the authors provide a contemplative look at a human centric philosophy, which will be of interest to scholars of management, corporate executives, and economists with a philosophical bent.

A Response to the Profit-Maximisation Paradigm

Dr Kazuo Inamori’s Management Praxis and Philosophy

Sandalio Gómez

Ignacio Urrutia

The sports business has become one of the fastest-growing industries in recent years. Sports organizations now have the potential to generate massive amounts of revenue through a variety of different channels, including broadcasting rights, advertising and branding. However, the rise of sports-related business has so far received relatively little attention from management scholars and social scientists. This book argues that we can no longer afford to ignore this important economic and social phenomenon. It presents a conceptual framework based on the concept of value creation to show how we can understand and explain the success and failure of sports organizations. Key concepts are illustrated with case studies of sporting organizations, including Real Madrid, FC Barcelona and the Americas Cup. Written by a team of authors from one of Spain's leading business schools, it provides a unique set of theoretical and practical insights for researchers and sports organization managers.

Value Creation and Sport Management

Hernán Riquelme

Francisco J. Sáez-Martíne

'It is hard to imagine a more enticing topic: why some Japanese firms succeeded in the 1990s despite an economy that failed. The answers are both common sense - operational effectiveness and CEO leadership - and Japan specific - break with traditions. The lessons about leadership, in particular, have wider relevance for leaders, managers, consultants and academics.' - Andrew Campbell, Ashridge Strategic Management Centre, UK Transformational CEOs questions why some Japanese firms succeeded in the 1990s despite an economy that failed - regardless of the burst of the 'bubble' economy, a number of Japanese companies have maintained or extended their international leadership in particular sectors. The authors argue that whilst some of the reasons for successes are plain common sense - operational effectiveness and superior CEO leadership - some are Japan-specific and point to a break with traditional leadership rationale.

Leadership and Management Success in Japan

Transformational CEOs

Kimio Kase

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