The Nuclear Strategy Tripod: How Toshiba Coped with 3/11

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In March 2011, the global nuclear industry was struck by the Fukushima accident which immediately and greatly affected the global business environment for nuclear power. I analyze how the industry-leader Toshiba adapted to the changing circumstances from the perspectives of the strategy tripod. However, I amend the tripod-framework by defining operationalizable variables based on my literature review of nuclear research to be able to apply it in my study. At the industry level, I identify coopetitive behavior as the most important variable, while the critical resources and capabilities are vertical integration, technology and market-political ambidexterity. The public opinion, energy policy, industrial policy and security policy are essential institution-level variables. My analysis of Toshiba utilizes textual data, ethnography, semi-structured interviews and a survey. The main conclusion is that the company maintains its strategy for nuclear power because the management perceives the negative consequences of 3/11 as manageable.
Original languageEnglish
Publication date2017
Number of pages33
Publication statusPublished - 2017
EventThe Association of Japanese Business Studies 2017 Annual Conference - Dubai, United Arab Emirates
Duration: 1 Jul 2017 → …
Conference number: 30


ConferenceThe Association of Japanese Business Studies 2017 Annual Conference
CountryUnited Arab Emirates
Period01/07/2017 → …

Bibliographical note

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  • Global strategy
  • Coping behavior
  • Energy
  • Nuclear industry

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