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CHAPTER 7.NON-FINANCIAL PERFORMANCE.MEASURES IN JAPANESE.MANUFACTURING FIRMS.Ahmed Abdel-Maksoud, Takayuki Asada and.Masaru Nakagawa.INTRODUCTION AND LITERATURE REVIEW.The Japanese economy has experienced a booming economic cycle in the.1980s where many Japanese firms went for planned expansions in their.facilities and, in turn, human capabilities (Iwata & Miyagawa, 2003). This.was synchronised with the success of Japanese manufacturers in the global.economy which stimulated substantial interest in the sources of their.competitive advantage which, in turn, triggered the attention of many.Western academics and researchers to discover differences between Japanese.and non-Japanese manufacturing firms’ management accounting practices.and systems (Pascale & Athos, 1981; Pegles, 1984; Abegglen & Stalk, 1985;.Shields, Chow, Kato, & Nakagawa, 1991). However, Japanese economy.experienced a recession cycle, where land and stock prices sharply declined,.in the 1990s (1991–2001), which is known in Japanese economy as the ‘lost.ten years’ (Iwata & Miyagawa, 2003). As a consequence, many Japanese.manufacturing firms found themselves in the dilemma of sustainingNon-Financial Performance Measurement and Management Practices in Manufacturing Firms:.A Comparative International Analysis.Studies in Managerial and Financial Accounting, Volume 17, 147–164.Copyright r 2007 by Elsevier LtdAll rights of reproduction in any form reserved.ISSN: 1479-3512/doi:10.1016/S1479-3512(07)17007-6147.148AHMED ABDEL-MAKSOUD ET AL.profitability levels that commensurate with their 1980s expansions,.especially with the anti-downsizing Japanese management notion (ibid.)The same era has witnessed another phenomenon involving Japanese.manufacturers, where some leading Japanese firms, in their quest to increase.profitability, went for organisational restructuring. For example, Matsushita.(Panasonic) was known for its divisional organisation by product. However,.its management decided to integrate some of its divisions to minimise.and eliminate redundancy in operations. Also, Nissan Motor had to recruit.an ex-Renault CEO to revitalise itMoreover, many of the Japanese manufacturing firms started to shift their.production facilities to cheap neighbouring countries, especially China.(Iwata & Miyagawa, 2003; Ministry of Economy, Trade and Industry,.2003). However, some of them altered their choice, after facing problems.in operating in China, and either returned back to Japan or shifted their.facilities to some other Asian countries (Iwata & Miyagawa, 2003; Ministry.of Economy, Trade and Industry, 2003). Moreover, Japanese firms sought.the deployment of cost cutting schemes, where cutting product costs and,.therefore, prices were inevitableDespite Japanese manufacturers’ tendency towards cost-cutting schemes.though a full utilisation of resources and deployment of contemporary.managerial techniques, few Japanese research studies were carried out in the.last decade on the deployment of contemporary cost/management accounting practices and performance measurement systems, especially the use of.non-financial performance measures, in Japanese manufacturing firms (see.for instance, Sato, Sakate, Mueller, & Radenbaugh, 1982; Daley, Jiambalvo,.Sundem, & Konodo, 1985; Daniel & Reitsperger, 1991; Shields et al., 1991;.Ito, 1996; Sonoda, 1996; Hoshino, 2003; Otomasa, 2003; Takahashi, 2003;.Sakurai, 2003; Kawai, 2004)For instance, Otomasa study (2003) examined the use of non-financial.indicators in performance measurement systems in Japanese manufacturing.firms. His study, basically, focused on the introduction of balanced.scorecard (BSC) in Japanese firms. Otomasa’s findings showed that the.use of non-financial performance indicators in the surveyed Japanese.manufacturing firms was evident. Such findings are found to be consistent.with other more recent Japanese studies (e.g. Kawai, 2004). However, it is.noteworthy to indicate that, the current research study distinguishes itself.fr
