This study was conducted to clarify the relationship between different types of management principles and business changes based on a survey of small and medium-sized established firms headquartered in the Hokuriku region (Toyama, Ishikawa, and Fukui prefectures). We found a possible relationship between differences in management philosophy types and the history of business change among long-established firms in the Hokuriku region that have been in business for more than 50 years. The companies with a policy-oriented management philosophy were found to have made significant changes in their business operations, both within and outside the company, and to have made major social contributions and changes in their business operations. On the other hand, companies that are self-disciplined or disciplined do not seem to have had a major impact on their operations, but only made improvements within the company or improved from the current status quo.

　本稿は，わが国の

スモールM&Aによる第三者承継の認知度調査を実施し，24.6%の認知度があることが分かった．本研究では，京セラ創業者の稲盛和夫の

　本稿では，組織ルーティン論に依拠した新しい視点から

 This paper aims to discover the problems inherent in today's Japanese management and their solutions by comparing with Huawei, which is in sharp contrast to Japanese companies in its rapid growth, focusing on their credo-driven aspect. The first part of this paper examines Huawei's Employee Ownership Scheme to prove the company is wholly owned and governed by its employees. This governance system is also identified as the core mechanism to achieve a rapid growth as a credo-driven company by instilling the corporate philosophy among employees. In the next part, the literature review shows that credo-driven management improves financial performance, if accompanied by a sufficient mechanism to instill the corporate philosophy among employees, and that corporate philosophy is one of the major strengths of Japanese-style management, which however has not been sufficiently highlighted in the conventional research. The rest of the paper discuss, based upon the above, the credo-driven management with focus on its importance in general and specifically in the post-COVID-19 pandemic business environment, its potential to revitalize Japanese management, and its implementation.

 This paper has three major contributions to the literature as following. First, it first proved Huawei is wholly owned and governed by its employees under the relevant Chinese legal system, by examining its Employee Ownership Scheme and the governance system and rebuking other paper which negates its employee ownership and posits Huawei is owned by the trade union and, ultimately, the government. Second, the paper presented a new approach to the study of Japanese-style management with focus on its philosophical aspect as its strength. Leaving this subject less attended, the literature has focused on the labor practice, marketing and other aspects of Japanese-management in the past. Third, the paper clarified the way to revitalize Japanese management with credo-driven management and its implementation, with due emphasis on how to share and instill the credo with employees.