Adopting and Adapting Innovation in Japan's Digital Transformation

Preface
Reviewers
Contents
Editors and Contributors
Part I Introduction
1 Digital Transformation of Business in Japan
1.1 Introduction
1.2 A Brief Look at Key Literature
1.3 Discussion
1.3.1 Motivations
1.3.2 Barriers
1.4 The Research
1.4.1 Strategy
1.4.2 Organization
1.4.3 Technology and Innovation
1.4.4 Human Resources
1.4.5 External Pressures from Society and Business Partners
1.5 Concluding Remarks
References
Part II Strategy
2 Digital Platform for Improving Development Efficiency and Profitability of Robot System Integrators
2.1 Introduction
2.2 Background
2.2.1 Market Trends of Industrial Robots and Robot System Integrators
2.2.2 Literature Review
2.3 Problem Analysis of Robot System Integrators
2.3.1 Research
2.3.2 Issues Associated with Receiving Orders
2.3.3 Issues in Development of Robot Systems
2.3.4 Summary
2.4 Development of DX System for Robot SIer Business
2.4.1 Analysis of the Issues
2.4.2 Countermeasures for Upstream Process in Robot System Development
2.4.3 Proposal for the DX System: Mechanism and Countermeasures
2.5 Development of DX System for Problem-Solving Measures
2.6 Conclusion
References
Part III Organization
3 Quality Fintech in the Context of the Japanese Main Bank System
3.1 Introduction
3.2 Theorizing Quality Fintech for Japan’s Main Bank System
3.2.1 Diffusion of Fintech
3.2.2 Cultural Compatibility of Fintech
3.2.3 Legal Landscape for Fintech Development
3.3 Country-Specific Business Purposes
3.3.1 Economy Level
3.3.2 Institution Level
3.3.3 Individual Level
3.4 Case Illustrations
3.4.1 Case 1
3.4.2 Case 2
3.4.3 Case 3
3.5 Discussions
3.5.1 Cultural Compatibility as a Success Factor
3.5.2 Japanese Way of Fintech Development
3.5.3 Relevance with Literature
3.6 Conclusions
References
4 Incremental Digital Transformation in Finance: Creating an Unstoppable DX Ratchet
4.1 Introduction
4.2 Literature Review
4.2.1 Antecedents to DX
4.2.2 Barriers to Digitalization
4.2.3 Path Dependence in Banking
4.3 Methodology
4.4 Overview of the Case
4.4.1 Inside the Firm
4.4.2 Outside the Firm
4.5 Findings and Discussion
4.5.1 Antecedents
4.5.2 Barriers
4.5.3 Lessons
4.5.4 Limitations
4.6 Conclusions
4.6.1 The Verdict on Success
References
Part IV Technology and Innovation
5 DX and Innovation in Small and Medium-Sized Enterprises (SMEs) with Prototype and Small-Lot Production
5.1 Introduction
5.2 Digitalization Trends in Manufacturing Supply Chain
5.3 Examples of Companies Working on Upgrading Their Manufacturing and Processing Systems
5.3.1 CADDi Inc.
5.3.2 Team Cross FA (Consortium)
5.3.3 ARUM Inc.
5.4 Discussion
5.5 Conclusion
References
6 Perceived Quality and Quality Inspection in the Light of Automotive Mobility’s Digital Transformation—A Perspective of Car Importers in Japan
6.1 Introduction
6.2 Automotive Mobility DX
6.2.1 Automotive Quality Management and Control in the Context of DX
6.3 Quality Inspection and Perceived Quality in the Case of Japanese Car Importers
6.3.1 Current Quality Control and Inspection Process of Car Importers
6.3.2 Perceived Quality of Imported Cars in Japan
6.4 Implications on Business Model Development
6.4.1 Product/service
6.4.2 Value Network
6.4.3 Value Delivery
6.4.4 Revenue Model
6.4.5 Information Flow
6.5 Conclusions, Limitations, and Future Research
References
7 Carbon Neutrality and Carbon Footprint (CFP) Assessment Business
7.1 Introduction
7.2 CDP Scoring and CO2 Emissions Calculation and Visualization Efforts
7.2.1 Carbon Tracing and the Bloockchain
7.2.2 Cloud Services for Visualization and Calculation Systems
7.2.3 Third-Party Verification Systems for Greenhouse Gas (GHG) Emissions
7.3 Cases of Consulting Organizations
7.3.1 WasteBox Co., Ltd.
7.3.2 Sustainable Management Promotion Organization (SuMPO)
7.3.3 Zeroboard Inc.
7.4 Discussion
7.5 Conclusion
References
8 Digital Transformation and the Evolution of the Additive Manufacturing Business
8.1 Introduction
8.2 Previous Studies
8.3 Case Study on AM User
8.3.1 Service Bureau
8.3.2 Solution Provider
8.4 Discussion
8.5 Summary
References
Part V Human Resources
9 Digital Transformation in Japan: Potential in Human Resources
9.1 Introduction
9.2 Key Statistics of Japan’s Digital Advancement
9.3 Literature Review
9.4 Digital Culture and the Main Characteristics of Japanese Business Culture
9.5 Traditional Practices and Attitudes versus Reskilling for DX
9.6 Digitalization in Workplaces
9.7 Concluding Remarks
References
10 Digital Transformation, Leadership, and Gender Equality: Are They Related?
10.1 Introduction
10.2 Background and Related Literature
10.2.1 Digital Transformation and Leadership
10.2.2 Women, Leadership, and Digital Transformation
10.2.3 Women in Japanese Firms
10.2.4 Digital Transformation in Japanese Firms
10.3 Digital Transformation, Leadership and Gender: The Conceptual Framework
10.4 Data and Methodology
10.4.1 Data
10.4.2 The Econometric Model
10.5 Results
10.5.1 Descriptive Summary
10.5.2 Regression Analysis Results
10.6 Discussion
10.7 Conclusion
References
Part VI External Pressures from Society and Business Partners
11 Demography and Digital Transformation in Japan
11.1 Introduction
11.2 Japan Trends
11.3 Japan Competitiveness
11.4 Japan Digital
11.5 Demography and Digital Transformation
11.5.1 Demographics and Psychographics
11.5.2 Personality and Age
11.6 Decision-Making and Leadership Challenges
11.6.1 Digital Transformation and Japanese Management Culture
11.6.2 Demography and Decision-Making
11.6.3 Incrementalism and Transformation
11.7 Conclusion
References
12 More Than a Certification Scheme: Information Banks in Japan Under Changing Norms of Data Usage
12.1 Introduction
12.2 Approach
12.3 Until 2012: Emergence of the Information Bank Concept
12.3.1 Early Big Data Usage in Japan
12.3.2 Shibasaki Ryōsuke’s Information Bank
12.3.3 Tradition of Treating Information as an Asset
12.4 2013–2019: Formalization Among the Need for More Privacy and the Requirement for More Circulation
12.4.1 Heightened Awareness Regarding Privacy Following the Snowden Leaks
12.4.2 Reflecting International Trends Towards Privacy Protection
12.4.3 National Strategy Towards More Data Circulation
12.4.4 Perception of Continuity
12.5 Since 2020: New Momentum Following the COVID-19 Pandemic
12.5.1 Regional Information Banks
12.5.2 Medical Information Banks
12.6 Discussion
12.7 Conclusion
References