Enduring effects of nationalistic ideology on strategy formation process: The case of Nippon Gakki 1938-1960

Research output: Contribution to journalConference article

Abstract

The enduring effect of the intense ideological experience of key organizational actors—top executives—on their subsequent strategic decisions is explored through a longitudinal archival case study of Nippon Gakki Ltd. (present-day Yamaha Corporation), a Japanese musical instrument manufacturer that pursued the motorcycle industry in the 1950s. An intense nationalistic ideology during WWII imprinted future top executives of Nippon Gakki, who, in the Post-WWII era, sought to expand their businesses driven by their imperative to pursue national prosperity and prestige. The ideology influenced three dimensions—organizational identity, organizational memory, and values—affecting managerial cognition and facilitated breaking out of their prior strategic frame to enable Nippon Gakki to explore a wide variety of strategic options unfettered by its extant product classes, industry affiliations, and technological competency. These findings invite further studies of the effects of political ideology on managerial cognition, their organizational mechanisms, and the managerial use of nationalistic ideologies."
Original languageEnglish (US)
JournalAcademy of Management Annual Meeting Proceedings
Volume2020
Issue number1
DOIs
StatePublished - Jul 29 2020
Externally publishedYes
Event80th Annual Meeting of the Academy of Management 2020: Understanding the Inclusive Organization, AoM 2020 - Virtual, Online
Duration: Aug 7 2020Aug 11 2020

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation
  • Industrial relations

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