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I discuss Eleanor Westney’s significant contributions to the field of Japanese business studies in four regards. First, her genuine interest in Japan and her deep knowledge of Japan and its language drove her thorough investigation of Japanese business and management. Second, her disciplinary approach to Japanese business and society has added value to the studies of Japanese businesses by linking idiosyncratic phenomena to general sociological perspectives. Third, she played a bridging role, facilitating interactions between the Western and Japanese academic communities. Finally, she has been extremely positive, encouraging, and inspiring to people worldwide working in the field. Westney’s contribution to academia clearly reaches beyond the field of Japanese business studies and extends to the entire field of international business and R&D/innovation management.

We examine the construction of “empty categories” – that is, categories created prior to the existence of producers and consumers – and their implications for industry emergence. Drawing on the case of the ji-biru category among Japanese microbreweries, we exemplify how external actors – including governments, the media, consultants, and other entities – frequently create empty categories that are “legitimate yet not legitimated” (Vergne & Wry, 2014). We show how such empty categories generate lower entry barriers, resulting in higher founding rates and significant innovation. We highlight how empty categories impede evolutionary forces by inhibiting shared understandings of what constitutes a legitimate category member.

A manufacturer with complex end-products can play the “hub firm” role in its supplier network and manage the relationship among its suppliers, but it mostly does not know how to manage suppliers’ coopetitive relationship for improving its innovation. This study aims to investigate the influence of horizontal supplier–supplier (S-S) competition and cooperation in the supplier network on the quantity and quality of manufacturer’s innovation, to unravel the manufacturers’ coopetitive strategic sourcing.

The study conducts negative binomial regression using the data from 130 listed Japanese manufacturers and their first-tier supplier networks as the analysis unit.

The results indicate that both S-S competition and cooperation have inverted U-shaped effects on manufacturers’ innovation. As to the interplay of S-S competition and cooperation in driving manufacturers’ innovation, the one weakens the other’s inverted U-shaped role. It also shows that simultaneously maintaining moderate cooperation and competition among suppliers is a good choice for manufacturer innovation, and when there is high S-S competition, motivating high cooperation among suppliers is also a way to enhance manufacturers’ innovation. All of the effects are more significant and robust on the innovation quality than the innovation quantity.

This study contributes to linking the dyadic analysis of vertical relationships to the network analysis of horizontal S-S relations and exploring the under-researched interplay between competition and cooperation in driving the ego firm’s innovation. It provides insights to manufacturers’ policymakers on how to strategically manage their supplier networks and S-S coopetition to improve their innovation performance.