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n. pl. keiretsu or kei·ret·sus
A network of businesses that own stakes in one another as a means of mutual security, especially in Japan, and usually including large manufacturers and their suppliers of raw materials and components.

[Japanese, series, affiliation : kei, system + retsu, row, line.]
American Heritage® Dictionary of the English Language, Fifth Edition. Copyright © 2016 by Houghton Mifflin Harcourt Publishing Company. Published by Houghton Mifflin Harcourt Publishing Company. All rights reserved.


1. (Commerce)
a. a group of Japanese businesses that are closely linked through shareholding, etc, and form a strong corporate unit
b. (as modifier): keiretsu groups.
2. (Commerce) (as modifier): keiretsu groups.
3. (Commerce) a non-Japanese business conglomerate similar to a keiretsu
Collins English Dictionary – Complete and Unabridged, 12th Edition 2014 © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003, 2006, 2007, 2009, 2011, 2014


(keɪˈrɛt su)
n., pl. -su.
(esp. in Japan) a loose coalition of business groups.
[1975–80; < Japanese]
Random House Kernerman Webster's College Dictionary, © 2010 K Dictionaries Ltd. Copyright 2005, 1997, 1991 by Random House, Inc. All rights reserved.
References in periodicals archive ?
(2010) qualitatively described the interfirm network in a wood biomass industrial cluster to illustrate the complex interactions within the forest products network.
Set the initial conditions of an inter-firm network, including firms, their FirmRole and know, together with their alliances and Conn of each alliance, and the development of the whole inter-firm network (such as the Num, Tknow, and Tconnsum of the interfirm network).
analyzed an interfirm network consisting of about one million firms and four million directed links [16].
The I-form, or Innovation-form (Miles et al., 2009), is described as a new, modem form of interfirm network characterized by a focus on market exploration.
I submit that the formalization of an interfirm network in a multilateral alliance may help overcome problems of coordination and cooperation in a context of high resource diversity.
It does so by framing the issues in ways that transcend the standardization-adaptation contingency and instead focus an agency on the organizational issues of global policy development, intrafirm (interoffice) network linkages, interfirm network linkages, synergistic organizational learning, and efficient resource allocation, all of which result from the effective application of appropriate coordination strategies.
However, his study involves a major manufacturer surrounded by an interfirm network (e.g., design studio, warehouse, showroom, and retailer), which can be considered a concentric network.
In this empirical study, our findings suggest that the interfirm network constrains and enables dyad-level interfirm exchanges, and these interfirm interactions shape and reproduce the interfirm network in which the interactions occur.
They found that this outcome was predicted by the pattern of ties in the technological niche of the innovation as well as by the quality of the innovation and the statu s of the innovator, but they did not directly examine the role of the interfirm network structure as a predictor of innovation output.
Their basic argument was that competition was not always from a dyad perspective (say, United Airlines going up against Delta Airlines), rather that firms often created resource pools and competed through such interfirm networks. In short, they introduced the relational perspective of organizational competition.
Grandori (Ed.), Interfirm networks: Organization and industrial competitiveness (pp.