Abstract
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 language | English |
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Publication date | 2017 |
Number of pages | 33 |
Publication status | Published - 2017 |
Event | The Association of Japanese Business Studies 2017 Annual Conference - Dubai, United Arab Emirates Duration: 1 Jul 2017 → … Conference number: 30 |
Conference
Conference | The Association of Japanese Business Studies 2017 Annual Conference |
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Number | 30 |
Country/Territory | United Arab Emirates |
City | Dubai |
Period | 01/07/2017 → … |
Keywords
- Global strategy
- Coping behavior
- Energy
- Nuclear industry