Relational Governance and Modularity of Japanese Automotive Industry: Effects and Dynamic of Strategic Action FIELD
In this paper we consider two secondary sources, (i) the annual journal The Motor Industry of Japan from JAMA, and (ii) production statistics of OICA. Were raised 670 contractual relationships between 82 legal entities grouped by Japan, China, Europe and USA and by Ownership, Joint Ventures, Assembly Contracts and Technology Alliances, in order to analyze the modularity associatively to disturbances.
The results revealed three times, the first resulting from the finacial crisis of 2008 which boosted the strengthening of the Japanese domestic market by assembly contracts. The second in 2011 caused by the tsunami, when Toyota introduced answers celebrating Technology Alliances with Japan and US automakers. Finally the third in 2013, when apparently pressured by rising demand for alternative energy sources japanese automakers began a demobilization process of Assembly Contracts in Europe and mobilization of domestic Assembly Contracts, also initiates a mobilization of Technological Alliances with European and US automakers. So the main results reveal that modularity (Q) was sensitive to identify strategic action fields dynamics. These results are combined with clustering technique of data offers rich detail analysis. Also showed great effort into keeping the local market despite the gains in strengthens relations with China. The paper finally contributes to understand the relationship between networks and fields through the Q sensibility to disturbances. Studies correlating network and fields are central to the study of institutions.