Green Transformation Strategies of Japanese Automakers under Carbon Neutrality: A Case Study of Toyota, Honda, and Nissan

DOI: https://doi.org/10.62517/jbm.202609304

Author(s)

Yihan Chen

Affiliation(s)

School of International Liberal Studies, Waseda University, Tokyo 169-0051, Japan

Abstract

The global push for carbon neutrality is changing how industries compete. In 2021, the Japanese government released the "Green Transformation (GX) Strategy Basic Policy" to help its core industries stay competitive in the green transition. However, under the same policy pressure, Japan's three biggest automakers – Toyota, Honda, and Nissan – have taken very different paths. This study uses a multi-case comparative method. It analyzes the firms' annual reports, strategic plans, and public data after 2021. It builds a framework of "policy pressure – firm heterogeneity – strategic response" to explain why the strategies differ. The findings show that Toyota follows a "multi-path" defensive strategy based on its hybrid technology history. Honda chooses an "aggressive electrification" strategy with open cooperation because it has flexible decision-making. Nissan makes a "technology breakthrough" strategy using its early electric vehicle experience. Firm heterogeneity – including technological path dependence, resource endowments, and alliance structures – is the key to explaining these differences. This study offers a new way to understand how industrial policy and corporate strategy interact. It also provides useful ideas for manufacturing firms and policymakers.

Keywords

Carbon Neutrality; GX Strategy; Japanese Auto Industry; Firm Heterogeneity; Green Transformation Strategy; Comparative Case Study

References

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