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Foreign Influences on the Japanese Automobile Industry: The Nissan-Renault Mutual Learning Alliance

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  • MERIEKE STEVENS

Abstract

This contribution discusses the exchange of complementary skills and knowledge in a mutual learning alliance between equal partners that come from different historical, cultural, and economic backgrounds by drawing on the 1999 merger between the French carmaker Renault and Japanese carmaker Nissan. The vantage point for this discussion is the Japanese economy, and the Nissan-Renault merger is discussed against the historical background of the protected development of Japanese carmakers. It is argued here that Renault's corporate management know-how greatly contributed to Nissan's turnaround.

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  • Merieke Stevens, 2008. "Foreign Influences on the Japanese Automobile Industry: The Nissan-Renault Mutual Learning Alliance," Asia Pacific Business Review, Taylor & Francis Journals, vol. 14(1), pages 13-27.
    • Handle: RePEc:taf:apbizr:v:14:y:2008:i:1:p:13-27
    DOI: 10.1080/13602380701660947
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    References listed on IDEAS

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    5. Bernard Garrette & Pierre Dussauge & Will Mitchell, 2000. "Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia," Post-Print hal-00458812, HAL.
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    Cited by:

    1. Luca Petruzzellis & Antonia Rosa Gurrieri & Alberto Pezzi & Marco Lenoci Lenoci, 2016. "Strategic Alliances between Japanese-Western Companies: A Win-Win or Win-Lose Relationship? The Case of the Automobile Industry," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(11), pages 1-1, October.

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