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Abstract
Many business analysts have attributed the loss of US market share in the semiconductor industry to unfair Japanese practices, including trade barriers and ''dumping'' of goods in export markets. Egelhoff draws from a study of sample semiconductor firms to argue that the market share losses have also been influenced by the distinctly different competitive modes that US and Japanese firms use. US firms tend to compete by developing a unique business strategy; Japanese firms tend to compete by implementing not-so-unique strategies better than anyone else. He shows how these two competitive styles have implications for a range of business activities and for other global industries as well.
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Abstract
Many business analysts have attributed the loss of US market share in the semiconductor industry to unfair Japanese practices, including trade barriers and ''dumping'' of goods in export markets. Egelhoff draws from a study of sample semiconductor firms to argue that the market share losses have also been influenced by the distinctly different competitive modes that US and Japanese firms use. US firms tend to compete by developing a unique business strategy; Japanese firms tend to compete by implementing not-so-unique strategies better than anyone else. He shows how these two competitive styles have implications for a range of business activities and for other global industries as well.