Abstract
The need for a less occidental approach to understanding organizational‐geographical change is increasingly accepted. However, there is a danger of replacing one stereotype with others drawn simplistically from alternative capitalisms. In this paper we use the Japanese general trading company ‐ the sogo shosha ‐ as an example. We show how their city‐based, international networks evolved over a long period of time and, through a detailed case study of the sogo shosha in Europe, how their organization and behaviour need carefully to be interpreted.
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